Say what you will about the current state of federal politics and the lead up – and outcome – of Saturday’s election, one thing all the major parties do have in common is that September 7 has brought with it significant change.

Whether your organisation is undergoing change as a result of political upheaval, economic influences or – as I have experienced recently having come on-board as the new CEO of AIM VT –  a change in leadership or management, I’ve learnt that there are a few key elements that are essential to the successful facilitation of change.

  1. Communication is key: Organisational change starts – and ends – with your team. Without their support, changing the processes, strategies and goals of your organisation simply won’t happen. It’s essential that you’re as open, honest and supportive of your staff as you can be. Acknowledge how and when change will affect them, listen to their concerns and find a way to help them feel positive and on board with change
  2. Be consistent: If Labor has taught us anything, it’s the negative impact of unstable and conflicting leadership. Even if you yourself aren’t 100% sure what’s around the corner, it’s important to maintain a sense of stability and consistency in your work. Make sure your managers and leaders are presenting a united message and that your goals, focus and approach remain consistent.
  3. Look long-term: Taking a long-term approach to new directives, objectives and goals not only improves your chances of reaching those goals, it will also provide an often much-needed sense of security and longevity. Acknowledge the change that is happening now and in the short-term, but put it in the context of how it will help you achieve your long-range goals so everyone in your organisation can see clearly what direction they’re heading in and why organisational changes will help them get there

If you keep these three points front-of-mind and allow them to guide you through the multitude of challenges that organisational change can raise, you’ll be well placed to ensure that your organisation and your team are changing for the better…even if it’s not always immediately apparent.

How does your organisation deal with change? Do you feel they do it well? What other advice would you offer to leaders who are dealing with change?

I look forward to reading your comments.

Tony Gleeson, FAIM