Accept the fact that most people, most of the time, do not like change, unless it is their idea.
Make sure you understand your own issues with change before you try to help others with theirs. If you resist a particular change that seems imminent, the condition will be contagious.
As the leader, the single most important thing you can do is to cause a change reaction, not a chain reaction. Be consistent, clear, and endlessly repetitious.
Instead of responding to short-gain, “flavor of the month” tactics, make sure proposed changes support the long-term strategy of the organization.
Try to keep everyone focused on the desired outcome. Constant reminders of the end goal will help people better tolerate temporary inconveniences.
Understand that when people face major changes, they typically go through three stages: Awareness, adjustment, and advancement. The process can take days, weeks, or months, depending on the person, and some people never move past their constant struggle to adjust.
Three skills tend to separate those who can deal effectively with change from those who cannot: Problem solving, relationship building, and flexibility. When major or multiple changes are on the horizon, encourage people to solve problems associated with the change as soon as they are aware of them, to build rapport among themselves, and to remain open to innovative solutions.
Whenever possible, persuade your direct reports to separate their emotions from the change or the problems it has introduced.
Don’t let yourself or others get trapped into thinking there is only one solution to any problem. Brainstorm creative solutions and then see options as having pros and cons, rather than being “right” or “wrong.”
Finally, remember the “5 E’s” for taking charge of change:
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