Jul. 17, 2008 at 9:15am

How to manage the thrill ride that is change

Posted by Kathleen Deakins in Internal Communications
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Profound change is part of our territory: layoffs, a new CEO, the opening of a competing ambulatory surgery center. It’s easy to feel overwhelmed. In talking with hospital marketers at a conference sponsored by the Missouri Association for Healthcare Marketing & Public Relations, I saw how helpful it can be to take a time out to talk about our experiences and consider our role in making change successful for our organizations.

Change as an emotional roller coaster
The biggest “aha” came when we talked about change as an emotional roller coaster ride. Leaders and the rest of the organization often are not in the same car.

Think about leaders as they anguish in private over an impending change. They hash out alternatives, argue and mourn. They summon up their courage and make the tough decision. They emerge committed, ready to move forward, confident they are making the best decision given the circumstances. And when they announce the major reorganization, they are shocked when so many employees – even managers and directors! – angrily second-guess the decision.

Anticipating the angry reaction
The leaders are climbing the track before them with resolve and determination, just as the car the managers and employees are traveling in is hurled into the abyss below. Of course they react with fear and anger.

Communicate for successful change
What’s the marketing and public relations director to do? Here’s some practical advice from the experts and the trenches as you help executives successfully lead change:

1. Satisfy the hunger for information.

   • Tell me what it means to me and my job.
   • If you don’t know, tell me when you will.
   • Offer information in multiple formats from multiple sources.
   • Talk straight without hype.
2. Let those closest to the change learn about it first.
   • Cascade the announcement quickly so I don’t have to rely on rumors.
   • Tell the media last so I don’t hear it on the news.
   • Share the news with my managers so I have a place to go with my questions.
3. Paint a vision that makes the change worthwhile.
   • Use common language I can understand.
   • Help me see that this is for the greater good.

The authors and consultants in the field of change management, from John Kotter to William Bridges to McKinsey & Company, offer many more useful insights and models. Experience remains the best teacher.

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