HUMAN FACTOR
Turning the Ship
Leading change requires an understanding of the different types of people involved and how to handle their needs and concerns. BY ANDREW MILLER
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eading a team of professionals to be at the forefront of the change and are still need to speak to them about the impact through major changes as a CFO or looking to drive it. You need to understand of the change, but this can be done through in another senior leadership role in- what motivates them and what will get them town halls and company-wide emails, rather volves improving one’s people skills. on board. than small or individual meetings. That may sound like a no-brainer. “Of Often leaders are looking for new roles Working with the fourth group, discourse, I need to improve my ability to deal or responsibilities that will allow them to senters, may be the most challenging and with people,” you might say. “But how do show what they can do. They need to be difficult, but it can also reap the greatest I do that?” acknowledged for their contribution during outcomes. Dissenters, although not repThe first step involves answering a key and after the transition takes place. resenting a majority, will typically be the question for everyone involved in the comIt’s likely that they will seek a top role in loudest of the four groups. They will try to pany’s new direction: “What’s in it for me?” their area or department, usually something influence others to join their cause. Many staff members are also likely Find out who the most influento fear alterations in the status quo tial dissenters are and meet with because they don’t know how it will them. Learn why they are so reimpact them or, in some cases, why sistant to the change and address the change is being made. it personally. Often people in this If you can articulate thoughtgroup will balk because the change ful responses, then people will be will impact their balance of power more likely to support your initiaor influence within the organizatives. The way you do so is likely to tion, or how they are perceived. depend on where a given employee Work with the dissenters to see fits into the bigger picture. There how they can continue moving forare generally four groups of emward as a source of inspiration for ployees involved: others, instead of being a roadblock. 1. The Leaders – Those who When you can turn a dissenter into want to be at the forefront of a leader, they will become the most any change and help lead and When you can turn a dissenter into a leader, powerful change agent on your team. manage it (about 10% of your they will become the most powerful change Getting the most out of your employees); people requires commitment from agent on your team. 2. The Followers – Those who you. If you are a senior leader of the always have the best interests of the that involves working directly with senior team, you have a lot of influence across the corporation in mind and will go along management, providing their bosses with organization. You need to learn how to harany change because they assume the some visibility into their abilities. ness that power. company is doing it for the right reasons The second group, followers, may be the Understanding the different ways that (about 20% of employees); easiest group to manage. They generally employees perceive change goes a long way 3. The Masses – Those who will go with believe that the company makes good deci- in doing that. If you the flow, regardless of what it is, neither sions and that the change is happening for remember that everysupporting nor disagreeing with the new the right reasons. As long as they feel like one will be concerned game plan (about 60% of your organiza- they are being acknowledged and treated about the new direction); with respect, they won’t rock the boat. tion and how it will 4. The Dissenters – Those who resist Leaders can be used to cultivate and man- impact them personchange, usually because it makes them age relationship with the followers, making ally, it will improve uncomfortable or will disrupt their daily them feel more involved in the organiza- your ability to drive routine or fiefdom (about 10% of your tion’s new direction. and manage change. organization). Dealing with the third group, the masses, Andrew Miller is a consultant who helps Each group requires different tactics. can be tricky, but as long as there is minimal accelerate operational and financial performance. Dealing with leaders can be challenging, disruption for them individually, they will go He can be reached at (416) 480-1336 but very rewarding. These team players want along with the leaders and the followers. You or at andrew@acmconsulting.ca. The Financial Manager • March/April 2019 7
