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

Leading a team of professionals through major changes as a CFO or in another senior leadership role involves improving one’s people skills.

That may sound like a no-brainer. “Of course, I need to improve my ability to deal with people,” you might say. “But how do

I do that?”

The first step involves answering a key question for everyone involved in the company’s new direction: “What’s in it for me?”

Many staff members are also likely to fear alterations in the status quo because they don’t know how it will impact them or, in some cases, why the change is being made.

If you can articulate thoughtful responses, then people will be more likely to support your initiatives. The way you do so is likely to depend on where a given employee fits into the bigger picture. There are generally four groups of employees involved: 1. The Leaders – Those who want to be at the forefront of any change and help lead and manage it (about 10% of your employees); 2.The Followers – Those who always have the best interests of the corporation in mind and will go along any change because they assume the company is doing it for the right reasons (about 20% of employees); 3.The Masses – Those who will go with the flow, regardless of what it is, neither supporting nor disagreeing with the new game plan (about 60% of your organization); 4.The Dissenters – Those who resist change, usually because it makes them uncomfortable or will disrupt their daily routine or fiefdom (about 10% of your organization).

Each group requires different tactics.

Dealing with leaders can be challenging, but very rewarding. These team players want to be at the forefront of the change and are looking to drive it. You need to understand what motivates them and what will get them on board.

Often leaders are looking for new roles or responsibilities that will allow them to show what they can do. They need to be acknowledged for their contribution during and after the transition takes place.

It’s likely that they will seek a top role in their area or department, usually something that involves working directly with senior management, providing their bosses with some visibility into their abilities.

The second group, followers, may be the easiest group to manage. They generally believe that the company makes good decisions and that the change is happening for the right reasons. As long as they feel like they are being acknowledged and treated with respect, they won’t rock the boat.

Leaders can be used to cultivate and manage relationship with the followers, making them feel more involved in the organization’s new direction.

Dealing with the third group, the masses, can be tricky, but as long as there is minimal disruption for them individually, they will go along with the leaders and the followers. You

still need to speak to them about the impact of the change, but this can be done through town halls and company-wide emails, rather than small or individual meetings. Working with the fourth group, dissenters, may be the most challenging and difficult, but it can also reap the greatest outcomes. Dissenters, although not representing a majority, will typically be the loudest of the four groups. They will try to influence others to join their cause. Find out who the most influential dissenters are and meet with them. Learn why they are so resistant to the change and address it personally. Often people in this group will balk because the change will impact their balance of power or influence within the organization, or how they are perceived. Work with the dissenters to see how they can continue moving forward as a source of inspiration for others, instead of being a roadblock. When you can turn a dissenter into When you can turn a dissenter into a leader, a leader, they will become the most powerful change agent on your team.they will become the most powerful change Getting the most out of your agent on your team. people requires commitment from you. If you are a senior leader of the team, you have a lot of influence across the organization. You need to learn how to harness that power. Understanding the different ways that employees perceive change goes a long way in doing that. If you remember that everyone will be concerned about the new direction and how it will impact them personally, it will improve your ability to drive and manage change. Andrew Miller is a consultant who helps accelerate operational and financial performance. He can be reached at (416) 480-1336 or at andrew@acmconsulting.ca.