Written by In the uncharted territories of 2024 and beyond, the only constant is change. The weariness of change fatigue sets in as explorers tire on a perpetual voyage of discovery. The landscapes of transformation seem boundless, leaving us pondering when the journey will end and we can rest. Fear not!
We’ll unfurl the sails of change management with a spirit of adventure and a zest for exploration. We can revel in the treasures of the undiscovered and sail alongside the bold explorers of transformation that keep our organisations resilient and rested and celebrate positive stories amidst the tiredness that can set in with constant change.
The question then becomes not just how to navigate change but how to do it collaboratively and sustainably. Let’s explore the phenomenon of change fatigue, delve into its impact on organisations, and suggest a collaborative approach to managing change effectively.
Chart a Steady Course
As a daring explorer setting sail into the unknown, it’s exhilarating. Still, even the most intrepid adventurers need a moment to anchor. Similarly, we must chart a steady course in organisational life and take time to catch our breath.
Organisations must proactively build in rest periods to sustain change energy to combat this. Gartner Research‘s analysis suggests that more time working does not necessarily result in higher performance. Instead, organisations should focus on proactive rest, characterised by availability, accessibility, and appropriateness. This can include initiatives like no-meeting days, defined working hours, planned downtime within projects, or all-company days off.
Gartner Research indicates that when implemented effectively, rest contributes to a 26% increase in employee performance and a tenfold reduction in the number of employees experiencing burnout. By slowing the pace of change and prioritising proactive rest, organisations can create a sustainable environment for managing ongoing transformations.
Remember to gather around the campfire for some rejuvenation before hoisting the sails for the next thrilling chapter of change.
Forge New Alliances
Explorers seldom embark on solo expeditions; they thrive on the camaraderie of fellow adventurers. Similarly, change management should be a collective journey, with everyone taking a turn at the helm of leadership.
Leaders, it’s time to share the nautical charts with your crew. The traditional approach to change management is top-down, with leadership driving the change or relying on change champions within the organisation. However, a more practical approach involves going grassroots, allowing employees to play an active role in the change process.
Grassroots change management entails involving employees in decision-making, planning, and implementation. Gartner’s research shows that involving employees in decision-making alone can increase change success by 15%. This approach transforms change management into a meritocracy, where the best ideas and inputs increase the likelihood of success.
Leaders should shift the responsibility of implementation planning to employees, as they often better understand their daily workflows. Gartner’s research indicates that change success increases 24% when employees actively plan and execute the change. Additionally, fostering two-way communication throughout the change process allows organisations to surface employee reactions, increasing change success by 32%.
Chronicle Your Expedition
Now, let’s delve into the magic of storytelling. Fellow explorers gathered around the campfire, sharing tales of the future. The flames dance as you collectively picture what’s to come.
Harvard psychologist Dan Gilbert emphasises the power of positive storytelling about the future. Telling stories that inspire hope and envision positive outcomes becomes essential when facing change fatigue. This approach aligns with the understanding that humans respond to carrots and sticks. While fear messages can be effective when accompanied by clear indicators of what to do, positive narratives about the future can act as powerful motivators.
Organisations should actively seek and share stories of successful change within their ranks. Highlighting the benefits and opportunities that change brings can shift the narrative from focusing on sacrifices to the attractiveness of the future state. Positive storytelling can motivate individuals to participate actively in the change process, whether creating a vibrant new economy or embracing sustainable practices.
Telling positive stories has a significant impact and relies on a mixture of method and magic; here are my steps to crafting an engaging communications plan for your change expedition:
- It Must Be Authentic: Your stories should feel like a logbook filled with authentic accounts, not a fairy tale. Skip the unnecessary embellishments and keep it grounded. If it’s new territory, focus on the information and leave out anything distracting or irrelevant to your employee’s day-to-day.
- It Must Be Balanced: Expeditions have their challenges and triumphs. Balance is the key. Highlight the victories and acknowledge the hurdles. This creates a chronicle that people can trust, not one that feels too triumphant or too tumultuous to be true.
- It Must Be Inspirational: Every great exploration inspires others to embark on their journeys. The inspiration, the motivation—it’s all part of the adventure. The same goes for your future story. It needs the inspirational pull and the excitement of envisioning a new horizon and inviting people to craft their relationships with the new vision of the future.
Change fatigue is real, but so is the thrill of embarking on the voyage of change. We can turn change management into an epic journey by charting a steady course, forging new alliances, and chronicling the expedition. Grab your maps, invite your crew, and set sail into the unexplored waters of change with smiles and the wind of discovery in our sails.
After all, sharing it is the only thing better than a daring expedition. Bon voyage, changemakers!
Storytelling Built For Innovation 