Confronting change in the library is more frightful than discovering the first hints of gray hair on your 30^th birthday.  Both are very real in my world now.  Just like dealing with the turmoil of finding those gray whiskers, dealing with organizational change is an intensely emotional, personal process.   As learning and performance leaders, we’re often called upon to help shepherd this transition process, so that it is as brief and painless as possible.

Shepherding the process is a challenge that tests the mettle of even the most experienced leaders.  Each situation is different, and what works in one situation might not work in the next.  Even though I’m (technically) a greybeard now, I cannot say that I possess the wisdom of Gandalf the Grey.  I don’t have all the answers when it comes to dealing with organizational change.  However, I do know that leaders must be sensitive to individual needs when acting as stewards of transition.  We have to keep staff members performing, even when the uncertainty of change leaves them feeling powerless.  Below are a few nuggets I’d like to offer for sensitively addressing organizational change with staff members:

Nobody wants your workshop

You cannot throw a class about change at your staff and expect it to be a panacea.  This isn’t to say that your presentation about navigating the stages of change is bunk. It’s not.  Just keep in mind that staff members are less likely to care about your workshop when they’re feeling anxious, scared, and depressed.  Share your valuable knowledge more so as a coach rather than as a trainer.  For example, consider meeting with smaller groups, allowing individuals a chance to discuss their fears and thoughts, and then organically work your insight into the conversation.  Reach, don’t teach.

Raise awareness of the power of reaction

A change exercise that I’ve used in recent group discussions is to challenge staff members to imagine a situation where the library has infinite resources.  I’ll ask everyone to draw a picture of the perfect library.  After a minute, I’ll change my mind and then require everyone to draw a picture of their dream house.  Momentarily, I’ll change my mind again and ask that they draw something else.

Eventually, people figure out that this is an exercise about reacting to change.  I go on to ask the group to discuss their own reactions to the exercise.  A conversation naturally builds.  I’ll facilitate the discussion asking questions, such as:  What reactions did you observe when I kept changing the expectations?  What are reactions to our organization’s current changes?  How are your reactions and the reactions of others affecting the morale of your work unit?  What are some methods for better managing your reactions?

We are so caught up in our own worry and fear that we fail to realize how our emotional responses affect the energy of others.  Raising awareness of the power of reaction through dialog empowers staff to explore ways to constructively work through their feelings.

Challenge people to step up

Many of us tend to hide when the going gets tough.  However, I encourage staff to look for opportunities to shine.   When I’m discussing change, I challenge staff members to develop a list of areas that they can directly affect for the better and strategies for affecting positive change.  For example, if a line staff member notices that morale is low is her department, I’ll ask her what are two or three things that she can do right now to help boost morale even though she is not a titular leader.

Change can provide a perfect stage for people to be recognized as valuable assets to the organization.  Remind staff not to hide, but rather to find ways to step up.  Encourage them to stretch by building new skills, working outside of their comfort zone, and taking on the unenviable tasks.

I’m sure that the stress of change in my workplace has contributed to a few of the grey hairs I’ve found lurking in my locks.  As with any change, people (myself included) are forced to let go of the old and transition to the new.  As leaders within our organizations, it’s our responsibility to sensitively help staff navigate through their own transition processes.  We can be effective stewards of change by treating staff members as individuals, helping them manage their reactions, and encouraging them to step up to the challenge.

How many of you have experienced major organizational change in the last year or so?  What other guidance would you provide to learning and performance professionals in shepherding the transition process?

Jay Turner

Jay Turner, Training Manager at Gwinnett County Public Library in Georgia, is responsible for all aspects of learning and development for a staff of 300+ employees. He considers himself a lifelong student, and delights in sharing his passion for learning with anyone willing to listen (much to their chagrin!) He is a library lifer, who began working in libraries as a teen and has worn almost every conceivable public services hat since. Jay’s diversity of experience helps him develop and deliver solutions that are creative, practical, and effective. He is a self-proclaimed information and tech junkie, who gets his fix by playing in his “digital sandbox” with new tools and neat ideas to make learning more accessible, more flexible, and more fun across any medium. He can be reached at jayturner[at]comcast.net.