long article – ReRoute Consulting Inc.

Change is often challenging for individuals because they tend to prefer a comfortable and predictable state. While this minimizes risk, it also can disconnect us from the present moment. We become less receptive to change-related messages. We’ve all felt this before; have you ever arrived at a destination without consciously considering the route? Perhaps missing a more efficient path. This automatic mode (or “auto-pilot”), while comfortable, often blinds us to innovative possibilities and hinders our ability to adapt to new, potentially better ways of doing things. This auto-pilot state is evolutionary in nature, it allows us to dedicate less cognitive effort and frees up capacity for other activities, talking with your partner in the car and listening to music. We like our auto-pilot state, it’s why people resist change so much. Change requires a significant amount of cognitive effort and introduces feelings of discomfort, unfamiliarity, and fear of the unknown. We associate change with loss and added effort, no wonder we resist it.

We can all agree that communication is the cornerstone of engagement, yet it is often met with resistance. We have to remember that our employees come from different backgrounds, departments, and levels of experience, they are individuals, unique in every aspect, including how they prefer to receive information. Some might favor direct emails, while others might respond better to interactive platforms like Slack or Teams. Furthermore, the tone, format, and detail can resonate differently across these groups. Recognizing and respecting these nuances is crucial. For instance, a young, tech-savvy team might appreciate concise digital updates, whereas a more traditional group might value detailed reports or face-to-face meetings. Tailoring communication strategies to suit these diverse preferences is not just about delivering a message; it’s about ensuring the message is received, understood, and acted upon. When change initiatives fail, it’s often not due to the change itself, but rather to a gap in how and what we communicate to those who are being impacted. Ultimately, the goal is not just to check a box and send out information timely; it’s about fostering a deeper understanding of what is going to happen and inspire action amongst those who are being asked to change the way they do things moving forward.

The most important messages to communicate depend on a number of factors. It depends on who you’re communicating to, what you’re communicating about, the internal and external landscape that is surrounding the change and so much more. It’s why here at Reroute Consulting we advocated for a targeted approach to how we communicate our messages. We spend time getting to know the business, it’s stakeholders and those who will be impacted by the change. Does it take more time? Yes. Do we always get the intended results? Sometimes. We are after all dealing with people, there is no such thing as a guaranteed solution in managing change. This concept of complexity is explored in more detail in our article, Complexity and Change Management.

While there is no playbook we can follow, there are some guiding principles based on several years of research. In general, employees want to hear organizational related messaging from the top, from the CEO/President of the firm. However, personal messages, such as how my day-to-day activities will be changing as the result of a change, not surprisingly require a personal touch; employee prefer to hear these messages from their direct supervisor/leader.

When we consider the messaging, employees typically want answers to five fundamental questions:

How will this change impact me?
Why is this change happening?
Why should I care?
What will the future look like?
How will we get there?

Leaders, including our senior leaders. want similar messaging, with one additional piece: what will their role be in managing the change. In other words, what are they expected to do to help support the change. This has many facets to it, it includes, but is not limited to, the following:

How and what should we communicate to our employees?
What are the key messages we should be sharing with employees?
Where do I go to get the information I need and who do I contact for support?

These are things you can control; identifying your audience, targeting the message to a particular group, identifying who is best to send it out and determining what the message will say. The difficulty comes in trying to encourage motivation, understanding and engagement about the change, This has always been a challenge and it’s getting harder over time. There are so many distractions today, while many of us in the field seek to achieve 80% readership, we’re lucky if we get 20% of our readers to read a message we send in it’s entirety. It’s our firm belief here at Reroute Consulting, that the challenge lies not in the change itself but in how it’s conveyed to employees. We don’t think that people hate change, full stop. People are far more complex to enable us to make such a prevailing assumption. We think the gap is in how we approach communication strategy that needs an overhaul. In our experience, less formal messaging, with the primary goal of encouraging collaboration and transparency yields the highest likelihood for success.

Are you feeling a bit discouraged, feeling like there is no such thing as an effective communication strategy; there are just too many variables that need to be considered and who has the resources to ensure that we dot every ‘i’ and cross every ‘t.’ You know we wouldn’t do that to you. There is a light at the end of the tunnel and a two actionable solutions to help you design, develop and deliver effective communications.

First, effective communications requires the support of our people leaders. Leaders are crucial to helping customize the messaging to meet the specific needs of their employees, they are best equip to tailor a standard message to their team so it resonates. They are also better equipped to provide employees with the space they need to express their concerns and questions, and this space is crucial to driving engagement. Leaders should be receptive to their employees concerns, even resistance, ensuring that they feel comfortable to share their grievances so that they can tackle them head on instead of having these feelings linger in silence only to come up later, stronger and more disruptive in nature. There are many tactics leaders can use to help manage employee resistance.

Second, given the inherent unpredictability of change, it is also important that we continuously monitor, learn from, and adjust our approach to managing the change as necessary. This includes how we communicate details of the change. This process is easier said than done, it requires a willingness to receive feedback from employees and, more importantly, actually do something about the feedback received. It isn’t always easy to operationalize, but giving employees a voice will work wonders to drive the level of motivation, understanding and engagement we all want to see when introducing a change, an investment in maintaining open lines of communication, transparency and collaboration will always yield dividends, if you can commit to taking the necessary action based on the information received. This means sometimes going back to the drawing board and starting over.

Change will never be flawless, and employees may never fully embrace it. However, by altering the way we communicate change to our employees, can have a significant impact on our ability to introduce a successful change.

Read our follow up article for a list of the top 5 communication tactics and strategies we’ve used in practice to improve our ability to drive motivation, understanding and engagement for our clients.

The Importance of Building Trust and Psychological Safety at Work

Join us on this journey as we uncover what we believe to be the secret to successful leadership, a place where vulnerability meets values, trust inspires connection, and authenticity is not merely a choice but a necessity.

Introduction

In today’s fast-paced, ever-changing business environment, leaders are facing unprecedented challenges that require not only strategic thinking but also a profound understanding of human psychology. Through my work in change management, it has become increasingly clear that success demands more than just a solid plan and execution. While traditional approaches to organizational change often emphasize process and strategy, there is a growing recognition by many in the industry that connecting with people on a deeper level, understanding what motivates and frightens them, and having open and compassionate conversations are crucial to success.

This linkage between change management and mental health has never been more relevant or essential. This shift from focusing solely on procedural elements to embracing the human aspects—the emotional, psychological, and social—is not merely a trend; it’s a paradigm shift that has profoundly transformed the way I manage change both personally and professionally.

The purpose of this article is to shed light on this new paradigm of leadership, one that integrates mental health concepts, theories, and initiatives into change management strategies. Drawing on insights from change managers and human resources (HR) professionals, psychotherapists, and professional coaches, we aim to inspire and empower leaders to create a workplace culture that emphasizes mental well-being, embraces authenticity, and promotes continuous learning.

Whether you’re managing a small team or leading a multinational corporation, the insights in this article offer a fresh perspective on change management, one that acknowledges the complex emotional landscape within which change occurs.

In the following sections, we’ll delve into the aspects of leadership that are vital for success in today’s dynamic environment. We’ll explore the importance of psychological safety, the value of being yourself as a leader, the practical application of mental health techniques in managing change, and much more.

Join us on this journey as we uncover what we believe to be the secret to successful leadership, a place where vulnerability meets values, trust inspires connection, and authenticity is not merely a choice but a necessity.

The Importance of Psychological Safety

In an environment where change is constant and often overwhelming, the concept of psychological safety has risen to prominence. But what does it mean in the workplace, and why does it matter?

According to Jack Skerry, an HR professional at Moosehead Brewery, psychological safety is more than just a program—it’s a culture. “It’s about recognizing and embracing the different ways to share perspectives, allowing people the time to digest the information they receive, showing appreciation, open discourse, being clear and transparent about information and managing expectations,”

The emphasis on psychological safety extends beyond the corporate world. Meredith Richmond, a psychotherapist and Regional Lead for the National Managers’ Community, points to transparency, empathy, and a deep and unabiding care for individuals as key factors in building psychological safety. “Start with transparency,” she advises, adding that recognizing people’s feelings and sitting with discomfort is vital in nurturing trust.

Symbols, rituals, and stories play a crucial role in anchoring this idea within an organization. From incorporating safety moments in meetings to sharing stories that bring these concepts to life, organizations must be intentional in fostering a culture where employees feel secure.

But why is psychological safety so critical? The answer lies in its profound impact on how individuals navigate change. By ensuring an environment where people feel safe to express concerns, ask questions, and openly discuss challenges, leaders can create a space where change is not feared but embraced.

However, instilling psychological safety isn’t always easy. The obstacles often include:

Traditional Hierarchical Structures

The way power dynamics play out in traditional corporate hierarchies can severely impede the development of psychological safety. Employees often fear speaking out or showing vulnerability due to concerns about how superiors may react. This stifles open communication, creativity, and trust within teams, hindering the creation of a psychologically safe environment. This phenomenon which is often referred to as the “frozen middle” exemplifies how traditional hierarchical structures can stifle innovation and diversity, leading to a rigid and fearful corporate culture.

Competitive Environment

Many corporate cultures emphasize competition, both between employees and between different parts of the organization. This can lead to a fear of failure and a reluctance to take necessary risks, share new ideas, or admit to mistakes. When success is narrowly defined, and failure is not seen as an opportunity for growth, the environment can become hostile, inhibiting the development of psychological safety.

Lack of Emotional Intelligence Training

Emotional intelligence is key to understanding and responding to the emotional needs and concerns of team members. However, it is often overlooked in leadership training and development. Without these skills, leaders may struggle to create an empathetic environment where employees feel understood, valued, and safe. David Marquet demonstrates, in book “Greatness,” the power of emotionally intelligent leadership in fostering an environment where team members feel empowered and valued.

Short-Term Goal Orientation

A strong focus on short-term goals and financial performance can create a pressure-filled environment where long-term well-being and team cohesion are neglected. This intense focus on immediate results can discourage the open dialogue and experimentation needed to foster psychological safety.

Lack of Measurement

This ethos of safety should not be limited to words but must be tracked and assessed routinely to ensure that psychological safety is not just a buzzword but a tangible practice.

Authentic Leadership & Being Yourself

In an era of constant change, authenticity and human connection have emerged as crucial aspects of leadership. But what about the way people are leading today needs to change? To quote Brené Brown, “We need braver, compassionate leaders and more courageous cultures.”

Dana Mandowsky, a certified professional and personal leadership coach, encourages leaders to bridge the gap between corporate expectations and personal authenticity. Her approach focuses on the whole person and is centered around three key elements:

Empowerment

Mandowsky believes in equipping leaders of all levels in an organization with the confidence, skills, and authority to take control of their own work and make decisions. This empowerment promotes a sense of ownership and self-motivation, creating leaders who are more engaged and proactive.

Wellbeing

Recognizing that the health and happiness of leaders are vital to their effectiveness, Mandowsky emphasizes mental and physical wellness as a cornerstone of her coaching. Her approach includes strategies to balance work and personal life, reduce stress, and foster a culture of support and empathy.

Humanness

This element underscores the importance of authenticity, empathy, and compassion in leadership. Mandowsky’s approach encourages leaders to be true to themselves and to connect with others on a human level. By valuing and nurturing the human aspects of leadership, such as emotional intelligence and ethical considerations, leaders can build more meaningful relationships and create an environment of trust and collaboration.

Mandowsky has not only seen her clients achieve higher levels of success in their work and careers, with promotions, better relationships, and higher performance among the outcomes; her clients also experience an improvement in their overall health and personal lives. We can have both, not just one or the other.

These elements are key to success in today’s professional landscape. Being yourself is the secret to becoming a better leader. Let’s face it, it’s far too taxing to be two different people. Being authentic generates more success than any corporate persona ever could. Consider Beyoncé, a global superstar who infuses her work with the fun and passion that she herself experiences. If she can stay true to herself while being at the top of her game, why can’t business leaders do the same?

Several years ago, while attending the Leadership Development Program at a former employer, I had the opportunity to participate in a 360-degree survey. This encompassed feedback from a wide range of perspectives, including my manager and peers. The results were both shocking and enlightening. In short, I received feedback from numerous sources, urging me to be less “formal” and to “be yourself.” Thankfully, I took that feedback to heart and made a concerted effort to change how I presented myself at work. I started taking myself less seriously, and in the process, I realized two very important things. First, this version of myself, which more closely aligned with my true, authentic self, was not only easier but also less stressful to maintain on a day-to-day basis. Second, and most importantly, I began to genuinely enjoy working with my colleagues, and it appears that they felt the same way. This revelation came early in my career, and I attribute a significant part of the success I was able to achieve to my decision to shed my corporate persona and embrace my authentic self in the workplace.

In the words of Oscar Wilde, “be yourself; everyone else is already taken.” Embracing this truth will allow leaders to unleash their unique potential and navigate the path of leadership with integrity, compassion, and courage.

Building Trust

“Psychological safety means that team members feel safe to take risks and be vulnerable in front of each other,” states Amy Edmonson. Jack Skerry emphasizes psychological safety in his work, explaining that trust is an essential component of any successful relationship, be it personal or professional. In the context of change management, trust takes on a critical role as it lays the foundation for open communication, collaboration, and the willingness to embrace change. But how can leaders foster trust within their teams and organizations?

Skerry shares a simple yet profound framework for trust, which he refers to as the ABCDs. This acronym stands for:

Ability

This refers to the competence and skills that team members have, and the leader’s confidence in those abilities. Leaders must ensure that team members are well-equipped with the necessary resources and training to carry out their responsibilities. Acknowledging and leveraging individual strengths builds confidence and trust within the team.

Believability

Honesty and integrity are at the core of believability. Leaders who communicate transparently and keep their promises create a culture where trust can thrive. Being open about intentions and aligning words with actions fosters a sense of reliability and genuineness.

Connectedness

Building relationships and connections within the team is vital for trust. Connectedness is about empathy, understanding, and emotional intelligence. Leaders who actively engage with their team members and show genuine interest in their well-being cultivate an environment where trust can flourish.

Dependability

This involves consistency and reliability in actions. Dependability means that team members know what to expect and can rely on their leaders to be there for them, follow through on commitments, and maintain consistent standards.

Together, these ABCDs form a comprehensive framework for building and maintaining trust. By focusing on Ability, Believability, Connectedness, and Dependability, leaders can create a psychologically safe environment where team members feel valued, respected, and empowered to contribute to the change process.

By integrating these principles into their leadership approach, organizational leaders can create a solid foundation for managing change effectively. Whether navigating minor adjustments or significant organizational overhauls, the trust engendered by the ABCDs offers a path towards success that acknowledges the human element at the core of any change initiative.

Training and Incentivizing Leaders

How do we incentivize leaders to foster psychological safety consistently? The journey to creating a psychologically safe environment begins with a leader’s personal development. Drawing insights from David Marquet’s “Turn the Ship Around!,” leaders must cultivate skills like vulnerability and trust, moving beyond the traditional command-and-control model to one that empowers and values every team member. They must also embrace challenges with honesty and integrity, reflecting Skerry’s view of trust as a mutual aspect, competence, believability, connectedness, and dependability.

In “Teaming to Innovate,” Dr. Amy Edmondson emphasizes the importance of failure as a learning opportunity. Leaders should encourage an environment where mistakes are not just tolerated but seen as valuable lessons. This approach requires a significant cultural shift, rewarding empathy, transparency, and authenticity rather than punishing failure.

Incentivizing leaders, therefore, is about more than mere rewards or punishments. It’s about creating environments that prioritize mental health and recognize barriers to psychological safety. It’s about reshaping organizational culture to focus on leadership skills that promote connectedness, empathy, and a willingness to take risks. By aligning incentives with these values, organizations can foster a culture that encourages innovation, collaboration, and overall well-being.

Conclusion

As the lines between personal and professional lives continue to blur, the integration of mental health concepts into change management has become vital. Leaders must embrace authenticity, vulnerability, and courage, recognizing that our ability to navigate change is intricately connected to our mental health.

It’s time to recognize that almost everything will work again if unplugged for a minute, including ourselves. By instilling psychological safety, fostering compassionate leadership, and honoring human values, we can all find success and fulfillment in our professional lives.

After all, if Beyoncé can have fun at work and be at the top of her game, why can’t we all?