When organisations embark on large-scale change, they often underestimate the hidden costs and human factors. A 70% failure rate is commonly cited for change initiatives designed to improve business performance. Leadership and people issues are the most common reasons why full potential is not realised.
This is not surprising, when you consider that most people don’t like how the transition associated with change is often managed. Transparent communication and empathic responses from leadership increases the chances of positive outcomes. It also engages employees who look for visible leadership, decision-making input and evidence co-workers are prepared to make personal sacrifices to help. Providing opportunities for people to grow and develop through change and build strong, consistent relationships and collaborative work groups, encourages more people to stay, strive and say positive things about the organisation throughout the change process.
After decisions are made, the people left to make it work can feel disillusioned and confused, particularly when change is imposed. Many people are not equipped to deal with this uncertainty and maintain business as usual. People can appear stunned, behave inappropriately and make errors in judgement. This can be equally true for employees who bear the brunt of decisions as for leaders and change agents charged with navigating, supporting and engaging people as change initiatives are implemented. It is important to bear in mind that peoples’ initial reactions to change initiatives can be negative even when rationally they understand the benefits. Organisations need to work hard to counter negativity during change and focus efforts on the positive.
Emotional intelligence helps leaders manage people and themselves during change. Developing the capability to perceive their own and others’ emotions, understand, manage and use them effectively helps them achieve productive outcomes during stressful situations. Emotional intelligence is particularly useful in helping people control their impulses, regulate their emotions and make effective decisions, as emotion and thinking are inextricably linked. A leader who is aware of their emotional impact and able to proactively influence their team’s emotional state by creating and sustaining positive mood will also help shape organisational climate.
A positive, strengths-based, emotionally intelligent approach can help organisations cope, adapt and thrive through change. Organisations that take the opportunity to support and develop their leaders and employees in openly and positively engaging change are more likely to achieve sustainable results.