A change in your company? 5 tips to ensure your project's success

Closing a factory, a change of management, the arrival of a new employee... these are all big or small changes that modify the daily life of a company. How to manage them, support them, and above all, allow your teams to integrate them and get the most out of them?

Anticipate reactions to change

As a manager, you are responsible for your teams, and they need you to gently prepare them for the upheavals that internal change is likely to cause.
Unless confidentiality is required, talk to your closest colleagues and call them to explain the project in broad terms.

In addition to the trust you offer them by communicating the event, it also allows you to know who the enthusiasts are, who you can count on, the pessimists, who you will have to convince, and the fearful, who will need more reassurance.

Dampen the shock

We are not all equal in our reactions to change. Where some immediately see opportunities for evolution and progress, others are anxious or vehemently reject the idea. It is therefore important that you prepare for these scenarios

Anyone experiencing change will go through 4 stages:
• The shock and denial
• Anger and frustration
• Acceptance and commitment
• Dialogue and negotiation

The first phase is therefore the shock. Whether positive or negative, a change always causes a strong emotion.

Let your teams express their frustrations

Yes, anger is healthy! Nothing is worse than contained and repressed fury, which is very likely to explode later and cause, in this case, real havoc.
Once the shock has passed, if you want to avoid the pressure cooker effect of your employees, let them speak!

Arrange individual interviews, be prepared to receive protests and above all accept this anger and don't rush into implementing new projects. Give them time to recover.

Remobilize your employees

Even when the worst is over, when the announcement of the change is behind you, with all the waves it has caused, don't think everything is over!
Even if your employees have reacted more or less well, it is now a question of mobilizing them!

Rely on your original supporters and, conversely, don't waste time trying to convince the most hostile. Give them responsibilities and open the governance of the project to all talents.

Don't confine everyone to their area of activity, but be open to the proposals that will be made to you. Taking them seriously will help you later to coordinate your teams and organize your project over time.

Encourage their commitment

It is very important that the employee who has experienced a change can bounce back and commit again to a meaningful project, especially once the acceptance and remobilization phase is over. Your support mission is therefore crucial at this last stage.

Thus, when a change occurs in the life of your company, it is important to respect these transitions to anticipate risks. Take the necessary time to support your employees and your change management will have every chance of going smoothly.

Philippe Montant
CEO of ReKrute