During times of change, it’s paramount that we are able to relate with our employees. During times of radical change, that becomes even more of a challenge, because managers or executives are doubly tasked with the duties associated with the change and communicating its effects to staff.
Just like a messy divorce and custody battle, it’s easy to lose sight of what is truly important. During times of unexpected, unwanted, and unpredictable change, emotions often run high because resistance to the different or the unknown is an aspect of human nature.
As with a custody case in which parents debate what is best for their children, businesses must remain focused on what is best for their customers. It is this primary objective that employees need to embrace from the very beginning of any organizational change.
While managing workplace change is often difficult, there is a silver lining. Change can represent an opportune time for executives and employees to re-evaluate the culture or brand.
Begin any change, especially a merger or acquisition, by pulling together key executives to talk about brand messages—the promises you make to your customers. Don’t discuss the rosecolored version of your brand, but what your customers are really experiencing. This is also a good time to get feedback
from your employees.