“It was better before.” “We know what we’re losing, we don’t know what we’re going to find.” “Are you sure the grass is greener elsewhere?” “Think before you let go of the prey for the shadow!” When it comes to change, there are many expressions to explain that it is better not to move. The most recent ones speak of a “comfort zone”. For the singer Bénabar, it is Who cares, we’re not going/We just have to hide under the sheets… At work, it’s about being content with what you’re doing and trying to be forgotten when the tornado of change arises. Even the most demanding sometimes lower their tone, explaining that they have not covered the subject and that before demolishing everything, it would be useful to think. Stress, the fear of losing and having to start all over again, the dread of finding other references to move forward are well-known feelings of those who are terrorized by an evolution, not understood, not admitted, in their professional environment.
In addition, 73% of employees say they are tired of change and “only 29% of HR leaders are convinced that their organization’s current processes are effective in helping employees achieve and maintain their highest possible performance,” says Kayla Velnoskey, director research director at Gartner (“Gartner HR Survey reveals less than half of employees are achieving optimal performance”, May 23, 2023). However, “change today is a structural fact,” says David Guillocheau, managing director of the ZestMeUp firm. “All employees will be faced with it”… even if only 26% of managers say that their transformation initiatives have been successful (“Losing from day one: Why even successful transformations fall short”, McKinsey, December 7, 2021).
Of course, there are also those in favor of change, ready for each modification and who are agitating to repaint everything from floor to ceiling. They must be channeled without being muzzled because their attraction to novelty can be contagious and effective for a team. They can serve as reassuring guides. Although it should not be neglected, this support point is not always enough. “Helping change is a very important managerial skill,” insists David Guillocheau. “At the human level, more than resistance, it’s worry.” Each manager must decode those who oppose out of principle or following and those who are scared to death of what is going to happen, even if they express it through aggressiveness. When we push them against the wall, the anxiety can increase tenfold and therefore cause rejection. Don’t surprise them. “Upstream, we must carefully prepare the deployment to be managed. Do not do curative work but prevention. Establish a climate of trust and psychological safety to facilitate change management,” specifies the expert.
It is up to the manager to allow the employee to speak and take his questions and fears into consideration, even if he expresses them poorly. Answer it as best you can, without obviously lying or “promising the moon”. “We must dissociate feelings from facts,” insists David Guillocheau. Don’t judge and avoid expressions like: “You’re wrong to be afraid.” On the contrary, present what must happen: “Here are the elements which must make us evolve”. Above all, don’t be direct about your colleague’s feelings, but deal as best you can with what concerns them. For a change in work, present the planned training, put it in contact with those who have already done it or modified their tasks. Infuse by example. If the change saves time, highlight it. “Too often, we have the destination but we do not explain the progressive steps to get there. We must decouple time while avoiding the hyper-stressful ‘tunnel effect’,” continues the expert.
To do this, the manager must put his road plan in place and congratulate each small victory in this change management process. “At every stage, provide support, show that you are present.” The change leader must set up a barometer that can be consulted at any time, a tool for measuring ongoing change as ICAP, which David Guillocheau recommends. This process is essential to monitor progress and modify progress if necessary: ”According to the consulting firm Towers Watson, the latter concludes, communicating effectively with employees during periods of change gives 3.5 times more chance of achieve superior results compared to companies that do not.”
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