6 empathy-inspired change management tips for business leaders

One might be forgiven for thinking modern working life is becoming (or has become) more technology driven and automated. The topic often dominates business forecasts, such as the estimate that artificial intelligence could provide an additional £630bn to the UK economy by 2035. These are enticing numbers that may require business leaders to adopt change management programmes to steer businesses in the right direction.

Fortifying a business with new technologies is sometimes referred to as digital transformation. A change management process is the parallel strategy for ensuring digital transformation stands a chance of succeeding. One process may not be able to exist without the other, as this CTG article acknowledges. Yet, in both instances, it could be argued that technology alone is not at the core of a successful outcome. In fact, humans are very much at the heart of the matter.

The change management process does rely on adopting technology to some extent, especially for modernising processes and removing organisational dust and cobwebs. Yet, without people to drive transformation, change may not occur in quite the way businesses expect. Being able to see the bigger picture could be crucial in knowing what the business needs to thrive, and how its employees can help define eventual outcomes. Where employees can help is in seeing the smaller picture.

So, what is change management in the minds of employees, and how can they participate? Let’s explore this two-pronged question, considering the human element of a transformative change programme.

Promote autonomy to build trust and employee empowerment

Senior leaders make decisions based on the direction they think the business should travel, and develop strategies to match. However, while perhaps having a clear vision and the ability to see the bigger picture, they may not see the details at ground level. Better decisions could be made by employees.

Managers are employed to implement the strategies set in motion by senior leaders. Their role is to determine who does what, who spends what and where, and constantly review progress. However, while they know what the business needs and have an idea of how best to deliver results, they may not know how best to approach the intricacies of specific tasks themselves.

Success lies in the details, which is where employees at ground level may have an advantage. McKinsey calls these employees ‘integrators’. They know the nuts and bolts of process systems, where improvements could (and should) be made at a granular level, and where technology might help. Organisations that involve employees/integrators in a change management process may benefit greatly.

Work within management-defined parameters certainly (budget limitations, for instance), but empower employees with a degree of autonomy within those parameters. Allowing ideas to flourish is a way to galvanise employees into finding solutions to problems senior leaders may not be aware of. ‘Companies should listen to their employees and act on their suggestions where possible,’ says Business Leader. ‘Businesses that prefer to keep a one-way line of communication with their team will struggle to win their trust.’

As a side benefit, autonomy could lead to more opportunities to reward people, and so the loop of employee experience and engagement continues to spin. Plus, employee empowerment is key to an effective work culture.

Empathetic leaders are crucial to the success of the change management process

The marketable statistic that 70% of change initiatives fail may be right or wrong. Who’s really to know? The StartBusiness definition says, ‘the story of change success or failure may have much more to do with the impact of both success or failure on an organisation’s culture’. Company culture is where empathetic leaders can have the most impact on the change management process.

Bearing in mind that, according to Bupa’s Executive Wellbeing Index 2021, empathy is the most important leadership trait for a CEO (41%), here are six points leaders might consider to facilitate a healthy resilience to change:

Encourage risk-taking

In providing an environment that celebrates autonomy, employees may feel free to take risks and experiment. Again, with the security of operating between established boundaries, employees can express themselves in ideas and innovations that could help the business. Empathetic leaders that understand the value and benefits of employee autonomy should encourage experimentation.

Inspire confidence and optimism

Have processes in place to capture people’s ideas, but don’t automatically reach for the employee suggestion box as a solution. These may be counterproductive. Instead, organise regular brainstorm sessions and workshops, where employees can be seen and heard, and can take ownership of their ideas.

Build a culture of trust

Instigating a change management process is a big decision. Employees will see this, too. They want to trust senior leadership teams that they know what they’re doing, and may appreciate feeling trusted to play their part too. Resistance to change can be rooted in mistrust of management strategies, leaving employees ‘fearful of stepping up without the autonomy to deliver change effectively’ (Nursing Times). With trust and freedom, employees may be able to ‘create change from the bottom up’.

Communicate effectively

People like to be communicated to, not communicated at. Business leaders that adopt a policy of information sharing may find a more cohesive workplace where employees travel in the same direction. Active listening is as much a part of good communication as delivering information, and can build trust and strong relationships, according to IN-Professional Development. Employees who are up to speed with the progress of the change management process may feel more involved, and perhaps more likely to want to voluntarily contribute to its success.

Set realistic expectations

Implementing a comprehensive change programme too quickly may be counterproductive. While it’s tempting to get the ball rolling, if things go too fast employees may be unwilling or unable to adapt. A better approach may be to set realistic and measurable expectations. A timeline may be useful for keeping track of the progress of change, which could also be helpful in making incremental adjustments along the way. The last thing employers should do is enforce change too quickly, which could lead to employee resistance and, as cited by HSE, work-related stress.

Recognise and reward success

By applying all the pointers above, organisations that undergo a change management process could maintain a competitive advantage in the marketplace. A final essential ingredient is to recognise and reward employees when successful change has occurred. This can be achieved through regular feedback, private encouragement (particularly from senior leaders), and consistent recognition of accomplishments in business-wide meetings.

Know your employee to help change occur

Personnel Today says: ‘Transparency, empathy, and a focus on people above profit is key in leveraging them for any change.’ People want to feel included in the process of change. While there will be natural resistance, good change management strategies can work if leaders practice empathy.

The human side of change management is as important as the role of technology in accomplishing a digital transformation. Yet, the pointers included here should help with organisational change whatever the circumstances.