Management: Succeeding in leading change to accompany the transformation of the company

If in the 5th century BC (!) Heraclitus of Ephesus already reminded us that « Nothing is permanent, except change »It is a fact that in recent years, the processes of change have accelerated and intensified considerably.".

The causes can come from exogenous circumstances that we all experience (multiple crises, market instability, soaring interest rates…) but also from accelerating developments: transformation of work patterns, professions, digitalization, the appropriation of artificial intelligence…

In the face of this changing reality, the ability of organizations to drive change becomes an indispensable strategic competence. Companies that are able to adapt quickly, seize opportunities, and meet challenges are the ones that will thrive in this uncertain world.

To fully understand change, it is first necessary to understand its mechanisms and impacts, to know how to draw on the collective strength to turn it into an opportunity, and to rely on managers to support and engage the teams.

Driving change, a priority for transforming the organization

Definition of change and justification

Change is an inevitable constant, characterized by a transformation or evolution of a state, situation, or condition. It can be driven by various factors such as external pressures, personal aspirations, or organizational needs.

Change is often necessary to stimulate growth, foster innovation, and adapt. to the new circumstances.

« Systematic innovation requires the willingness to see change as an opportunity. »

Peter Drucker

Change and transition, distinct concepts but linked

It is important to distinguishing between change and transition. While change represents the actual modification in a situation, transition refers to the psychological and emotional process that individuals must undergo to adapt to change.

Therefore, these two aspects cannot be obscured in the transformations of organizations: the change in its collective dimension and the management of the transition for the teams and for each of the employees.

Mechanisms of change and behavioral impacts

The mechanisms of change can vary depending on the context, but they generally involve a questioning of the existing, an exploration of new possibilities, and a reorganization of structures and rituals.

These changes can have many behavioral impacts, ranging from initial resistance to acceptance and adaptation. They can also trigger emotions like fear, anxiety or excitement, depending on individual perceptions and the nature of the change.

According to one Gartner survey, Employees are becoming increasingly resistant to change. In 2016, 74% of employees were willing to change their work behaviors to support organizational changes, but by 2022 only 38% are still willing to do so.

That is why it is essential to support the teams, Make driving change a priority. For this, collective dynamics can be a real driving force!

The power of the collective in the service of better management of change

Sharing a common framework

In managing change, relying on the strength of the collective is essential to ensure an effective and harmonious transition.

First of all, it is crucial to sharing a common reference framework so that all members of the organization understand the issues and objectives of the change. This promotes alignment efforts and the consistency of the actions undertaken.

Creating collaboration reflexes around change

Creating collaboration reflexes around change allows the available skills and resources to be mobilized in the best possible way. By encouraging the exchange of ideas and cooperation between the various actors, we fosters the emergence of innovative solutions adapted to the challenges met.

Collaboration: a source of collective commitment

Collaboration constitutes a source of collective commitment, thus strengthening the sense of belonging to a community. a community united around a common goal. By actively involving the members of the organization in the change process, we foster their commitment and motivation to contribute to its success.

In short, by relying on the strength of the collective and the team, we maximize the chances of success and sustainability of any change initiative.

Supporting change at the heart of management’s missions

The role of the manager in supporting change is of paramount importance, and this involves a series of indispensable actions.

Understanding and adapting their own relationship to change

First of all, the manager must be able to understand and adapt their approach to change. This involves a deep reflection on one's own reactions and attitudes towards transformation, so that he/she can effectively guide his/her teams.

It is then a matter of fostering behaviors conducive to the implementation of change within their teams.

Announcing the change and projecting the teams towards the result

It is important that the manager is capable to announce the change in a transparent and positive way, While guiding teams towards the final result, presenting them with a clear and motivating vision.

The manager must also be able to to identify the constraints within his team and to adapt the acceptance procedures depending on the profile of the employees.

Mastering the keys to communication in a situation of change

Communication is the key to any transformation. The manager must master the key elements of communication in a changing situation, using appropriate techniques to inform, reassure, and mobilize the teams throughout the process.

Knowing how to continuously provide meaning, using the principles of continuous improvement, involving its community, and providing visibility on the key results These are the keys to ensuring effective communication in the face of change.

According to a study conducted by Towers Watson in November 2023, Companies that communicate effectively During periods of change are 3.5 times more likely to exceed the targets those that communicate little are more profitable.

Accompanying the teams in the implementation of the transformation

Accompanying each member of the team in the implementation of the transformation is essential for avoid any saturation. This requires active listening, personalized support and the implementation of the necessary tools to overcome the challenges encountered.

Driving change also takes the form of defining a framework for collaboration and key actions to be undertaken with each of them.

By acting in this way, the manager plays an essential role in managing and achieving change, ensuring the commitment and collaboration of all team members.

The Kotter model, which appeared in 1996 and is often used to accompany the phases of a company transformation (prepare, engage, implement and anchor the change), owes its popularity to the fact that Driving change primarily relies on the leadership of the manager. The method is also associated with a framework of key competencies for the leader manager.

While change is inevitable and necessary to foster progress and evolution, it is crucial to understand its mechanisms and impacts in order to embrace it, manage it successfully, and turn it into an opportunity.

Since managers are at the heart of organizational transformation, developing their leadership skills is a key key to enabling them to effectively support change within their teams, strengthen employee engagement, and support growth and innovation.