How managers drive early adoption of change within the organisation

Organisational change is a constant in today’s dynamic business environment. Whether it’s the implementation of new technologies, process improvements, or strategic shifts, successfully navigating change requires effective leadership and early adoption by employees. After all, like Einstein said, ‘The measure of intelligence is the ability to change’. Intelligent managers who wish to drive early adoption within their organisations, act as change agents, inspiring and guiding their teams towards embracing and integrating new initiatives. And how exactly do they do this? Let us see…

By setting an example

Managers must lead by example to influence early adoption. When employees see their managers embracing change enthusiastically, it becomes easier for them to follow suit. Managers should actively participate in training programmes, demonstrate their commitment to learning and adapting, and highlight the positive impact the change will have on both the organisation and individuals. By embodying the desired behaviours, managers inspire their teams to do the same.

By communicating clearly

One of the fundamental responsibilities of managers during times of change is to ensure clear and consistent communication. “To drive early adoption of change in an organisation, managers must first understand the rationale behind the same and communicate it clearly to their team,” feels Shailesh Singh, CHRO, Max Life Insurance. “Managers should emphasise individual benefits, provide a clear roadmap and ensure ongoing communication and reinforcement,” he adds. They should also invest in strategies to engage advocates, address concerns of fence sitters and mitigate opposition.

Emmanuel David, senior HR leader, opines that along with setting an example, effective communication is paramount in driving early adoption. Managers must clearly articulate the reasons behind the change, its objectives, and how it aligns with the organisation’s overall strategy.

“Managers should emphasise individual benefits, provide a clear roadmap and ensure ongoing communication and reinforcement”

Shailesh Singh, CHRO, Max Life Insurance

“Transparent and consistent communication builds trust among employees and reduces resistance by providing them with a clear understanding of the purpose and benefits of the change. Open lines of communication also create a supportive environment where employees feel comfortable asking questions and expressing concerns, fostering a smoother transition,” shares David.

“Constant communication and iteration throughout the change process are vital. Managers should communicate what is changing, why it is necessary and the benefits that can be expected. This includes aspects such as performance management and rewards. By addressing these factors effectively, managers can drive successful change adoption,” Sharma agrees.

By creating a sense of urgency

Change often encounters resistance when employees perceive it as unnecessary or disruptive. Managers can address this challenge by creating a sense of urgency. By highlighting the benefits of early adoption and the risks of not embracing change, managers motivate employees to take action. Communicating a compelling case for change and emphasising the competitive advantages it brings can generate a sense of urgency that propels early adoption.

“Transparent and consistent communication builds trust among employees and reduces resistance by providing them with a clear understanding of the purpose and benefits of the change.”

Emmanuel David, senior HR leader

By fostering employee engagement

Engaging employees throughout the change process is crucial for early adoption. Managers should create opportunities for open dialogue, listen to employees’ concerns and involve them in decision-making when appropriate. By actively seeking employee input and involving them in the change process, managers not only address potential resistance but also empower employees to take ownership of the change, increasing their commitment and willingness to adopt it early.

By providing training and support

Change often requires employees to acquire new skills and knowledge. Managers should ensure that adequate training and support mechanisms are in place to facilitate the transition. This may include organising workshops, providing resources and offering coaching or mentoring opportunities. By equipping employees with the necessary tools and skills, managers can help them embrace the change more confidently and adopt it early.

By recognising & celebrating early adopters

Recognising and celebrating employees who embrace change early can be a powerful motivator for the others. Managers should acknowledge and appreciate the efforts of early adopters, highlighting their successes and the positive impact they have had on the organisation. This recognition creates a culture that values change and encourages others to follow suit, fostering a broader sense of ownership and commitment to the change initiative.

Sharad Sharma, CHRO, Pramerica Life, strongly believes that to set an example that they are adopting the change, managers need to ensure clarity on the nature and impact of the change for themselves and their teams. It is crucial for managers to align with the change and display behaviours that support the change rather than question its validity. Playing role models is essential to encourage team alignment.

“It is crucial for managers to align with the change and display behaviours that support the change rather than question its validity. Playing role models is essential to encourage team alignment.”

Sharad Sharma, CHRO, Pramerica Life

Singh opines, “Executing and orchestrating the change process requires managers to invest in strategies that address different employee reactions. This can involve categorising employees into three groups — advocates, fence sitters and opponents. The focus should be on strengthening advocates, who are already supportive of the change, by providing them with additional resources, recognition, or opportunities to become change ambassadors.”

He further adds, “Fence sitters, who may be hesitant or uncertain, require targeted engagement and communication to address their reservations and bring them on board. Mitigating opposition involves understanding the concerns and motivations of those who oppose the change and working towards reducing their resistance or converting it to neutrality. This can be achieved through active dialogue, addressing misconceptions and finding common ground.”

Driving early adoption of change requires effective leadership and proactive engagement from managers. By adopting strategies such as clear communication, leading by example, creating a sense of urgency, fostering employee engagement, providing training and support, and recognising early adopters, managers can significantly influence the organisational culture and facilitate a smooth transition.

Embracing change is no longer a choice but a necessity for organisations to thrive in today’s rapidly- evolving business landscape, and managers serve as the catalysts for early adoption, ultimately driving successful transformation.