In four small steps: Managing Change


When it comes to managing change efficiently, understanding the various stages is paramount to optimising productivity. Initially, it’s about keeping on track and ensuring that each stage has full buy-in and collaboration. The one thing that can make or break organisational change’s success is communication. Taking a few moments to consider the correct positioning of the new information will not only help the transition and integration process, it will also encourage the team to challenge their own performance. 


1 – Know the fear 

When change comes, it often arrives with fear. Most employees, especially long-term staff, will not like change. It will challenge their sense of safety. Getting ahead of ‘the fear’ will create the foundation for your people to embrace the difficulties and search for the opportunity. An initial overview of what is being considered either by a blanket email and/or face-to-face with department heads will prevent rumours and confusion, and can pre-empt any possible objections.  

  • It gives others time to consider and put forward suggestions for change  
  • It allows you to clearly present the opportunities the new direction could offer 
  • It sets in place a precedent for open discussion and invites thoughts and feedback 
  • It encourages others to be involved and present new perspectives 
2 – Understand the anger 

‘Why is the company doing this?’ will be the anticipated reaction. You can minimise emotional backlash by launching small team discussion groups once the decision has been made to proceed. These meetings should be run by the department heads with a clear agenda who, amongst other things, could look at; 

  • Possible start dates and proposing key delegations 
  • Asking for the best ways to implement.  
  • Allowing others to freely voice concerns and give feedback.  

The priority at this stage is to create buy-in and help others to see what the vision of change could mean to them (you can learn how by attending our change management training course London). Look at the roles and responsibilities and how change will affect them, including; 

  • Time frames and schedules, partitioned by review points and milestones 
  • Risks and priorities to consider 
  • Health and safety (where applicable) 
  • Affects on clients and suppliers 
  • Additional training needs 
3 – Implementation 

Uncomfortable, unsure and awkward are often present as change begins to hit. Sitting down 1-2-1 with department heads to set and agree objectives and WHY, will eliminate a lot this confusion.  

These 1-2-1’s should be encouraged by the department heads with their key staff to allow for transparency and individual delegation. This also enables team members to grow within their roles.  

The key staff can also use their 1-2-1 with the team to; 

  • Set objectives and time frames 
  • Allow open discussion on concerns and solutions 
  • Present clear targets for what change means individually 
  • Look at company targets   
  • To build support mechanisms 
4 – The comfort zone 

Change has been rolled out and teams are starting to find their feet. 1-2-1 reviews should be in place. As people begin to get comfortable, productivity and efficiency may very well become key to evaluating the ultimate success of the process.  

As the implementation level continues, individuals are far more likely to try new ideas, new training and take greater responsibility. Don’t be too quick to disregard the opportunity that change presents. Evolution and growth are powerful forces. Change can offer you the opportunity to direct these forces into continually improving performance, without boundaries.  You can  also learn how to in our change management course London. 

So, what is the one thing that you’ve seen, read about or personally experienced that stood out as a superb method for managing and implementing change? 

If you need more ideas, take a look at our Managing Change infographic:

Infographic with advice for organisational change
Key tips for managing change


Leader or Manager? The Key to Successful Leadership

Doing things Right or doing the Right thing? The Key to Successful Leadership.

Leader or Manager?

Have you ever worked with someone you considered a good manager? Are they just a Manager or a Leader too and if so, how would you know?  What does being a Leader really mean? What does a manager do and what does a leader do? Some people think they are the same thing, but in my view they are very different.

How are you managing?

Let’s talk management. To me, a good manager is a well organised individual, who excels at planning. They are students of productivity and performance. There’s the end goal and a deadline. The manager determines how we get there and can fill in the gaps.

Planning is a key skill of an efficient manager
Managers are good planners

The manager starts to plan, identifying a series of tasks and activities which must be completed in order to achieve the goal.

The good manager is an efficient delegator of resources; people, equipment, tools, skills, training, space, time. All of these are allocated appropriately across the range of tasks. Once work begins, the manager’s role is to oversee, monitor and regularly review progress, taking corrective action where necessary to ensure the project stays on track.

So what does a good leader do?

A good leader leads by being a positive role model. But here’s the key point: we must follow a good leader willingly. We follow because we’re happy to, and we understand why we should. It is clearly communicated to us.

The good leader is motivational, enthusiastic and inspiring. They create a positive momentum or slipstream which we’re more than happy to follow. They lead from the front. When you have to stand behind your team, constantly shoving them towards the goal, you’re not leading.


So, what do we need from our managers, supervisors or team leaders? Management or leadership skills? Both! The effective manager creates the plan with attention to detail. Resources are allocated appropriately. It is our leadership qualities which enable us to share the vision, positively and enthusiastically, not just telling but selling. Helping the team to engage and get on board willingly.

The manager encourages them to achieve the goal, the leader inspires them to achieve it too, but for themselves. The words of wisdom: A manager lights the fire underneath you but a leader lights the fire inside you.

In the words of Warren Bennis and Peter Drucker, “Management is doing things right, leadership is doing the right things”. What could you do today to inspire your team to buy into your vision, engage with the process and ultimately deliver better than expected?