Before the COVID-19, according to McKinsey Global Institute’s 2020 Report, “the largest disruptions to work involved new technologies and growing trade links.” However, further disruptions in labour market globally were accentuated during the Global Lockdown occasioned by the rapid and frenetic spread of the pandemic. The short-term consequences were sudden and often severe: Millions of people were laid off or lost jobs, and others rapidly adjusted to working from home as offices were closed to contain the spread of the novel virus.
In a report published in the European Central Bank (ECB) Economic Bulletin, it was reported, “the labour force declined by about 5 million in the first half of 2020, which is half a million more than its increase between mid-2013 and the fourth quarter of 2019.” Consequently, the unflattering changes in the global economic indicators triggered by the scorching effects of the global pandemic have expectedly nudged organisations to embrace change as a very important mechanism for their survival and prosperity in today’s most competitive and highly volatile business environment. Also, as a strategy to tackle headlong the new business challenges in the Post-Covid-19 world where human interaction and physical contact among employees and stakeholders is now the exception rather than the rule. They make change initiatives to keep up the pace with changing environment, new challenging competition, and, of course, the changes in the technology of the organization – advanced monitoring and attendance system, change in machinery and tools, etc., and changes in the structure and culture of the firm.
But researchers have established that resistance is inevitable in the process of organizational change. Resistance is defined as “the resultant employee’s reaction of opposition to organizational change.” Wiktionary 2020 Online Edition defines Kainotophobia as “fear of change.” This resistance to organizational change is mostly triggered by anxiety arising from fear of job loss. According to Mark Connelly (2019), “…fear is one of the most common reasons for resistance to change because it stops you taking any action at all.” Fear of change is likely to be the reason for any resistance to change an organization may experience.
Indeed, it has been established that the top obstacle to change was employee resistance (driven by fear, of course). The resistance could be attitudinal or behavioural. These forms of resistance may range from lack of interest, negative perception and attitude, and strong opposing views, to; overt blocking behaviour, violent strikes, and boycotts.
So, what are the most effective strategies managers and business leaders can adopt to handle in a seamless manner the employee fear about change? Five proven strategies that leaders can use for managing the fear of change are the following:
· Adopting the Kurt Larin Change Management Model. This model of change management is based on three (3) important phases in the process of implementing and managing changes in the organization. The unfreezing stage ensures that employees are ready for change. The change phase involves the execution of the intended changes and the refreeze is the stage that ensures that the change becomes permanent. Once the team is habituated with the new system, it is set as a norm and used as a basis for improved productivity;
· Selling the Vision. Managers must persuade the employees to see the value of change before they can accept it. The positive benefits of change that are needed should be stated clearly and unambiguously. Explain the better opportunities that will come from diving into the sea and show clearly why following you is better than staying in the present status quo;
· Placing emphasis on communication within and among the workforce. Managers need to reinforce the need for the required change by communicating their message several times through the spoken and written word. The manager should bear the onus of change by letting the employees know that he/she is there with them throughout this change to help alleviate their fear of change. Communication restores confidence;
· Bridging the missing skills. The managers should be able to recognize the missing skills that the employees do not possess because most of them are not sure that they will be able to perform in the change regime as well as they have done in the past. Provision of training and development opportunities for your team will eliminate whatever the source of fear might be entertaining and give them the confidence they need to implement the required change;
· Setting the leadership example. To eliminate cynicism and heightened employee fears that the change you advocate will not be positive, the manager must show them through his powerful example the value of the change and his willingness to do himself what he requires of others. Just like penguins watching their leader (boss penguin) take the plunge on a melting iceberg into the deep blue sea, employees expect the manager to lead the charge in the change journey by letting the team follow his lead as shown by his actions. Managers need to walk the talk to have a much better chance of managing the customary fear that comes with a change effort in their organizations.
Majekodunmi is a management consultant and peak performance strategist and the Founder/Head of Research & Strategy, Majeesky Consulting Nigeria. He writes via [email protected]
