Change Doesn't Have to Be Scary

I was recently talking with Joyce (not her real name), a managing partner of a growing law firm which had an office in LA and Orange County. They specialized in intellectual property, entertainment law, and technology companies. Joyce said her team of 40 lawyers plus support staff were struggling with the changes that were occurring to the firm’s culture, processes, and procedures due to their growth. She asked me for help.

I set up a group meeting with Joyce and her three department heads to discuss what makes changes in any organization successful and what reduces resistance to change.
·      People don’t resist change itself. They resist loss of control, uncertainty, and perceived threat.
·      Our brain prefers predictability and when there is change our nervous system shifts into a protective mode (fight, flight, or freeze). We fear looking incompetent in front of others.
·      Changes at work are often experienced as a challenge to our professional identity. Our unconscious thinking is: “But, I’ve always done it this (other) way.” Our minds unconsciously shift into a critical mode where we exhibit behaviors that create delays.
·      Participation increases commitment. When people are asked their opinions on the practicality and workability of the change and can ask questions, resistances can be lowered and objections can be answered. People are no longer passive. They become co-creators of change.
·      When leaders can connect changes to the purpose and values of the organization, such as improving client services and strengthening the firm’s long-term future, employees become more willing to engage in what the changes require.
·      People commit to change when they feel emotionally and psychologically safe. This often means not changing everything at once. Reminding people that learning is the most important goal and that missteps may happen.
·      People commit to changes when they feel personally meaningful. They see changes as an opportunity to grow their skills and strengthen the organization’s future.
By the end of our meeting, Joyce and her three department heads recognized that their challenge was not unusual. Growth inevitably requires new procedures and greater coordination between offices and departments. They also realized that if they managed the human side of change deliberately, they could preserve the collaborative culture that had made their firm successful in the first place.
Like in any organization, change is the new constant. Learning to manage change is a skill that can turn your organization into a leader in your market segment.
Please contact me for complimentary, confidential conversations for anything you would like to change in your work or in your life.