The workforce is changing at a rapid pace, and the onus is on leaders and managers to embrace this change, and learn to lead in a new world of work.
From an increasingly diverse workforce with differing needs at work, to the broad spectrum of generations sharing the workplace, ideas about traditional leadership and career pathways are continuously evolving, and in some cases becoming redundant.
Whether you’re responding to external or internal pressures, trying to keep up with technological advances or looking to future proof your people and your business, now is the time for leaders and managers to embrace change and approach it in a proactive and strategic way.
Here’s how to approach change in the workforce as a leader or manager.
Unprecedented change (again)
The word unprecedented has been heard a lot in recent years. From the impact of climate change, bushfires, and wild weather to the pandemic, cost of living pressure, and advancements in technology driven by the desire to make our lives more convenient – change has been a constant and will remain so for the foreseeable future.
The way our workforce operates has changed dramatically too. Within the workforce, you could be managing everyone from Zoomers (Gen Z) to Boomers (baby boomers), with four generations already sharing the workplace. This means a breadth of ages, work experience, work expectations and work approaches.
Some workers are tech natives, who’ve grown up in a digital world and generally embrace technology and use it to their advantage, while others might be more resistant to the rapid adoption of new processes and technologies.
Some will be comfortable with a hierarchical structure and look to leadership for direction, some will be keen to collaborate and expect to have their voice heard, and others will prefer autonomy.
The future of work
We’re all still grappling with what the future of work will look like, and what the new normal could become. Right now, we’re navigating hybrid work, new ways of communicating and connecting, and identifying emerging skills and evolving needs and requirements of what it takes to succeed in business in 2024 (and beyond).
While none of us has a crystal ball, we can predict that changing cultural norms paired with the changing mechanics of the workplace could make for a headache for leaders trying to keep ahead of the change curveball. So instead of watching and waiting to see how change plays out, it’s time to get proactive about what you can influence and build strong future-fit leadership capacity, while creating a culture of continuous learning and curiosity. Boosting your adaptability quotient (AQ), means you’ll be well positioned to adjust and adapt in response to unexpected changes, and modelling adaptability creates an environment where employees are also more willing to explore new ideas. Because stagnant organisations and by the book leadership won’t cut it in the new world of work.
Communication, congruency and kindness
Leading from a place of congruency, empathy and kindness is essential. Consider each person within your team or business as an individual who might also be struggling with change – because change can be hard, and the unknown can be scary. If people can look to you as a congruent leader who is consistently demonstrating integrity in your decision making, they’ll feel more secure in your ability to lead them through change.
While empathy is important, it needs to exist alongside accountability and role clarity. If people understand where their role fits into the organisation’s bigger picture, and have accountability for their work and responsibilities, then you can lead with empathy while also boosting engagement. Because work priorities and strategic direction may be obvious to you as a leader, but not obvious to your team.
Start by listening to your people and asking them for their feedback and input. Clear, open, two-way communication is key. This might take the form of an event, team meeting or regular feedback sessions where everyone’s voice is heard. But also be aware that everyone communicates differently – while some might be happy to speak up in a crowded room, others might prefer to share their ideas and input in a one-to-one or non-direct setting (eg via anonymous online feedback).
Three powerful words will help you listen to your people and encourage them to share: ‘help me understand’. These words are a circuit breaker and ask the person to help you understand their perspective, experiences and challenges. It means you don’t have to be a mind reader, and gives the person being asked some agency in the process.
Other great questions to consider are:
- ‘What is the best way for me to support you?’
- ‘How do you learn best?’
- ‘Where do you deliver the most value to the team?’
These questions here will help you understand the motivations and experiences of your team, better positioning you to help them embrace change.
What will you change?
When it comes to creating change within the workplace and connecting with a changing workforce, start small. Look at ways to experiment with change on a smaller level before implementing company-wide changes or try incremental steps towards change. For example, could you create a small group project experimenting with a new piece of technology that brings together people from diverse backgrounds, ages and experiences within your company, so that the decisions being made reflect the cohort of people in your company?
When deciding what to change, you can start by considering:
What’s strong? What is working well at the moment? Are there projects or processes that are really successful, and if so, what could they teach the rest of your people or how could the same principles be applied to other parts of your business?
What’s wrong? What isn’t working well? Are there processes that are time consuming, areas of the business that aren’t performing, or teams that seem to be falling behind? Where are things falling short? Asking for input (perhaps in anonymous format) is a great way to reveal areas where there’s room for improvement.
What’s next? Now that you’re armed with knowledge about what’s working well and what isn’t, use this intel to create a plan for what’s next. If your company is going to change its processes, its use of technology, its structure or even its strategic purpose, then bring people along for the ride. Share with your team how you’ve come to these conclusions, thank them for the input, and get them excited about their role in being part of this positive change.
These are questions you can build into your work schedule as a regular process for a deeper dive each quarter, or even weekly and monthly for smaller projects and discussions. It’s a constant process of curiosity and adaptability that will set you and your team up for long-term success in the face of change.
Looking for more insights on how to manage your people through change?
Why not upskill and join us in one of our short courses covering topics like: Critical Conversations at Work, Communication Essentials, or Emotional Intelligence in the Workplace.
