It’s all in the name of change!

Any organisation worth its weight in gold, will want to engage with its workforce when leading them through major organisational change. But for heaven’s sake, can we please move away from this constant safety net of bringing all staff together in one big room, all in the name of ‘staff engagement’!

We’ve all been there! A CEO or MD stands at the front and:

• Tells everyone that they don’t yet know what the future looks like.
• Asks staff to voice their views and concerns.

and of course…….

• Tells the entire workforce that they are the most important asset to the organisation.

The organisation defends its change management strategy by these behaviours – and is proud of the fact that staff have been given the opportunity to attend, hear, listen and speak!

But let’s just stop and think - how could this be done more creatively?

Think about a time when you have had the best conversations in an organisation; when you have walked away inspired; when you have perhaps gone away and made a difference for yourself as an individual and also the wider organisation. And when you look back over your shoulder at those times, does any of the following ring a bell?

• That the best conversations you had happened in small groups (world café?)
• That you felt inspired after talking about things in a positive frame (Appreciative Inquiry?)
• That you felt motivated when you could see the part you play in a much bigger picture (Isn’t this just good local line management?)

My call to organisations is simple. There is a place for large scale events and meetings in keeping the workforce informed – but there is a much wider opportunity to create smaller organisational conversations. Only in these structures will staff feel more able to give the feedback that organisations really need to drive large scale change effectively.

Think big…..Act small!

Confusion through to Clarity... Just have the conversation!

I’m always amazed by an organisation’s unwillingness to take people into uncomfortable conversations – when they know only too well that they need to have them!

Threats to job security. Organisational mergers. Cost reductions in services. Uncertainty all around. It’s plain to see how the public sector is responding to the pressures of the economic downturn and global recession. But on an individual level for people working in these organisations I feel and see utter confusion! Confusion about:

* What questions they dare ask!
* Where will they be in 12 months time?
* How will this affect home and personal lives?

And not for one moment do I suggest that the answers sit anywhere! But people do need to mull over what’s happening and have the space to tread water somewhere safely. For anyone working in ambiguous and fluid environments, it’s accepted that following confusion comes the clarity…..and won’t it feel much better when we get there and have the structure to guide everyone through?

Mmmmm. Confusion is uncomfortable for many, but it does start to give some context and initiate a level of curiosity for what is happening around us.

For those faced with turning organisations around, find the courage to have those difficult conversations with people!.........Build the resilience to take staff through uncharted waters………..Help people to find their own answers through the confusion.

Organisations may not know the answers in times of such uncertainty, but they do know that their staff have emotions, thoughts and feelings…….and if they had one ounce of corporate social responsibility, they’d find ways to explore this healthy turmoil!