Council Post: Five Tips To Help Get Your Organization On A Path Toward Meaningful Change

Sarah Sladek, CEO of XYZ University, is a best-selling author and researcher of generational shifts and workforce trends.

In times of great change or challenge, there are organizations that rise to the top and prosper, and there are organizations that find themselves on a path of struggle and decline.

If our current environment is any indication of how organizations are faring, I believe many are on the wrong path. After all, many executives are facing skyrocketing quit rates, increased workplace hostility and widespread disengagement.

There is another option, however — a path that leads to growth, inclusion, relevance and sustainability. My team has helped many organizations shift their cultures to create a meaningful change, and I’ve gathered five best practices for organizations seeking to do the same.

Work together.

Have you ever been whitewater rafting? If not, let me paint a picture: You’re wearing a helmet and life jacket and gripping an oar. Water is hitting you in the face and splashing over the sides of your raft. The current is strong. At times, it feels like your raft is getting tossed around like a toy. Meanwhile, you are listening intently, knowing it is imperative everyone in the boat responds to what the guide is saying and works together.

You wouldn’t tackle a whitewater rafting experience by yourself. You want to survive the rapids, not flip the boat or crash against the rocks. This same approach is key to change management. If you want to navigate uncharted waters and keep your organization afloat, it is imperative to seek the guidance and support of others on your team or in your network.

Our brains aren’t wired for change. When you encounter a change, you might initially feel excited and confident, but then your brain may introduce feelings of fatigue, anxiety or anger. However, I’ve found you’re often less likely to experience a fight-or-flight response to change when you’re supported by, and in community with, other people. When you work together, you’re more likely to get out of your comfort zone and take risks. Collaboration aids greatly in easing fears and making it possible to adapt and accomplish change.

As cliché as it sounds, teamwork really does make the dream work.

Get a different perspective.

Leadership has historically been reserved for those with the most experience. Think about it: Board seats and executive roles are often rewarded to people based on titles and prominence alone. But when all the leaders in the organization think the same, they fail to see the problems, innovate or engage new people and ideas.

This siloed approach to leadership is no longer sustainable. Cognitive diversity is needed now more than ever. This is the practice of actively listening to, and engaging the participation of, people representing different career stages, skillsets, backgrounds and experiences. This means revamping hierarchical models to actively seek the feedback of mentors, think tanks, advisory boards, young professionals and students.

Getting an outsider’s perspective and collaborating on strategy is key to change management. Bring a diverse group of stakeholders together — people who aren’t leaders by title, but by their attitudes and actions. Include people who are passionate about the organization’s mission. Collectively, this group should contemplate whether the organization is on the right path and determine the best course of action to engage the team, clients and community.

Be responsive.

A crisis is an opportunity. As challenging and emotional as a crisis can be, it also opens the door for problem-solving. But often, leaders approach crises as they would a blanket of fog and make the mistake of lying low and keeping quiet. Yet, it’s in moments of uncertainty when we most look to our leaders for support and guidance. It’s in these moments when your team desperately needs and wants their leader to be in the trenches with them. 

Leaders of organizations with a mindset for change should engage in dialogue and communicate continually with their audiences. This can be done by conducting pop-in customer visits, distributing video messages and hosting town halls, for example. Be your authentic self, and share your vision and passion. This positivity and consistency can build trust and loyalty. 

Speak up and show up. Lead the way forward.

Get rid of what no longer serves your company.

When a crisis emerges or decline happens, many leaders begin the practice of desperately seeking solutions. They lose focus. In contrast, organizations with a change-making mindset narrow their focus by cutting down their to-do lists and focusing on a few truly mission-critical, customer-centric tasks each day. As a result, these organizations stay nimble, responsive and innovative.

Don’t wait. Eliminate whatever is holding your organization back from reaching its full potential. Rid your organization of the mediocre and the excuse, “Because we’ve always done it that way.”

Stay ahead of the curve.

The response window for a crisis is typically measured in months, while recovery is measured in years. We’re going to be on this path for a while, and a futurist mindset is useful in a situation like this one.

Futurists look for trends. To do this, they often familiarize themselves with what younger generations are doing and stay informed on the latest innovations, technologies, most-talked-about topics and trendsetters. Gather your team of stakeholders and make a list of all the observations you’ve made, interesting articles you’ve read and changes you anticipate. This isn’t an exercise in what’s right or wrong; it’s a practice of being observant and well-informed.

Your organization’s relevance and competitiveness rely on its ability to anticipate who and what is coming next. Never get so invested in the present that you forget to plan for the future.

Here and now, it’s imperative you take the time to ponder which path your organization is on and whether it’s the path to prosperity. When the pandemic is over, organizations shouldn’t be feeling anxious to return to the past. Individuals and communities have changed — and people expect the organizations they work at and do business with to move them forward, not hold them back.

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