Taking a people centric approach
A people centric approach to change management is one that places value on both people and results.
It balances between:
Challenging Directly - Demanding excellence and high performance
Caring Deeply - Concern for the welfare of people, personal and family situations, mental and emotional health
FOR LEADERS LEADING AND MANAGING CHANGE
For Staff for embracing change
For Leaders leading and managing change
Leaders with relational skills are key to a people-centric approach to change management
Relational skills are critical for leading the change in order to provide support on the ground for the changes as well as being able to achieve the engagement necessary for organizational wide buy-in.
Leaders who are able adopt a people-centric approach are able to strike a delicate balance between performance and care.
Relationally competent leaders know to how to:
Recognize Realities
They are able to face the facts of the situation and are willing to discover their staffs’ reality which may be different. This allows leaders to understand clearly so that they can manage their own blind spots.
Build Trust
Because leaders who have relational skills are attuned to the needs of their staff, they are more likely to be perceived as being capable of solving problems and meeting their needs. This builds a sense of trust and a willingness to participate in the change process.
Facilitate open and honest conversations
This is crucial to being in tune with what is really going on and helps leaders revisit their assumptions and refine their plans for change early in the change process.
Reach Agreement
They are able to facilitate collaboration and reach an agreement on how to approach change. This level of involvement allows for a high level of engagement in change efforts.
Inspiring people to support change
Leaders with strong relational skills have the influence to inspire people to overcome their fears to pursue something greater for themselves and the organization.
Take responsibility
Relationally strong leaders are able to have a strong sense of ownership for the team. They model the way and are focus on developing others and fixing processes instead of blaming others.
FOR STAFF FOR EMBRACING CHANGE
Building Resilience for Staff to Embrace Change
When individuals are resilient, organisational resistance to change is reduced. A resilient organisation can focus on creating the value that will allow the organisation to make the transformational changes needed.
Inspiring people to support change
Developing resilience by shifting mindsets
Because leaders who have relational skills are attuned to the needs of their staff, they are more likely to be perceived as being capable of solving problems and meeting their needs. This builds a sense of trust and a willingness to participate in the change process.
Benefits of mindset change
Openness to new perspectives, confidence to explore more efficient approaches
Staff develop the habit and interest in learning new skills
