Change Management: Can there be too much?

By Leela Gill

3 MIN READ

Change Management – Can there be “too much” transformation?

Change requires us to get out of our comfort zone and be different.  But if you are constantly out of your comfort zone, is that a problem?  Can there be “too much” change?

I was recently asked this question during a CX Conference and the underlying concern was that, as a leader, if you are constantly changing the environment, are you creating an environment of instability? Well, the answer is “it depends”. But first, let’s step back and talk about change.

When it comes to self-improvement, change can be exciting and empowering, as Jim Hemerling, states, because the change comes from within you. In setting your personal goals – perhaps to win a race or lose weight – you get excited about that change because you understand the benefits as it relates to you.  You feel like you have control over the situation, you feel safe. 

But when the change comes from your boss, all of a sudden, it can become scary. Why? 

Historically organizations have used the word “transformation” to be a surrogate for “layoffs” and people fear losing their jobs. Leaders need to address that concern and alleviate it because, in the era of process automation and robotic programming, change management is here to stay.

Futurist, Bill Jensen, states that how we work will change more in the next 20 years than in the past 2,000 years, but that should not scare us; it should energize us. Leaders need to create a paradigm shift where employees are expecting constant change in the form of process improvement and personal development.  But this can only work if employees do not feel threatened by change. They need to be rewarded for new thinking and adaptability. 

 

Leaders need to create a paradigm shift where employees are expecting constant change in the form of process improvement and personal development.

 

During a recent webinar I hosted, participants were asked “within your company, what is the biggest barrier to successful change management?” the overwhelming response was “After the meeting ends, the debate begins”. In other words, politics, fear, and lack of information are major barriers to real sustainable change. These are common hurdles every leader needs to address in order to get employees excited about process improvement. Project teams are met by passive resistance because the long-term vision and corporate goals are not clearly communicated. If employees don’t understand how they fit into the bigger picture and how they will grow within the company, office politics and a culture of “no” will halt your progress.

 

To overcome this barrier, leaders must present an inspiring vision and align employees around compelling goals. Without clear alignment and transparency, employees will not understand the benefits and motivations behind the change.

With all of this in mind, if done properly, the answer to the question “can there be too much change?” is no. 

Continuous improvement is very healthy. The vision to become more efficient, maintain a competitive advantage, and make processes easier for employees and customers should be inspiring to your teams. 

To achieve more with fewer resources should be a meaningful, productive and positive goal for your organization. By using effective communication techniques, setting a realistic time frame, and ensuring your employees will benefit too, your organization can remove the human barriers to change management and set the stage for an environment of constant continuous improvement.