Employees as ambassadors of change

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Globalization, pandemics, technological advancements, acquisitions, restructuring plans...the current generations are constantly being called upon to adapt to new work methods and modalities. Constant change is omnipresent in all aspects of our professional lives.

What is change?

Change is defined as a period of adaptation that naturally causes stress for the person experiencing it. When change is rapid and constant, it can be difficult to adapt to it. It is then experienced as a negative and overwhelming source of stress for the person undergoing it. Rather than being seen as an exciting learning opportunity, change can lead to resistance.

What is resistance to change?

Resistance to change arises from the individual or group trying to protect something they believe they will lose. It encompasses any behavior or attitude indicating a refusal to support an initiative. Resistance can manifest in many forms, including presenteeism, absenteeism, taking sick leave, or even resignation. Resistance can snowball and create collective dynamics within work teams, which can slow down work and make it very difficult for the manager to navigate.

If you manage a team or a project, you’ve likely noticed that change can be very energy-consuming! Several studies agree that managing the conflicts that arise from change can take up 25 to 50% of a manager’s time. I’m sure this is a burden you would gladly do without.

There are numerous approaches to change management. I like to rely on Céline Bareil's theory of the 7 phases of recipient (employee) concerns, a professor at HEC Montréal.

Being Heard

As an organization, we know where we want change to take us. But how is it received by the employee? For your plan to have an impact, your vision must be shared, and thus your message heard. You can shout your arguments from the rooftops, but if your employees are absorbed in their personal concerns, they won't hear you. Instead of risking losing your voice, let’s take a moment, listen, and plan.

In Bareil's approach, the employee is considered as the central figure in the success of change. The change plan should be built around their concerns. There are 7 phases of change acceptance, starting from denial to complete appropriation, aimed at taking the change beyond its initial scope. Managing change step by step allows for the building of a reassuring and mobilizing argument that will accelerate and embed the change.

I can hear you from here: “I don’t have time for that. I have deadlines to meet, things need to move quickly!”

Keep in mind that good upfront planning often proves to be the key to faster, more effective, and more engaging change, saving you countless hours lost in conflict management.

What if you considered your employees as ambassadors of change?

Ready to try it?

Article written by Maé Ustarroz

Management and Communication Specialist

Founder of Pangea Strategy

Pangea is a network of experts specializing in strategic communication, change management, and management consulting. Our mission is to support impact-driven organizations in their growth and performance.