I recently delivered a programme on implementing change to a group of managers.

The programme was a facilitated programme with a combination of both input and group/individual activities.

A key learning point in the morning for approximately 60% of the delegates was that they didn’t consider change through the perspective of a number of stakeholders.

It emphasised the importance of Emotional Intelligence as a core skill in leadership development.

It was clear that for some, the emotional overload of change had resulted in: worry, anxiety, fear of security and profound individualism.

People who may have once been able to view issues from multiple perspectives, had begun to view issues from their own perspective or the perspective of their group.

This approach had affected the management of stakeholders in the change.

A culture of mis- trust had developed as a result.

For me this raised the issue of emotional contagion during the change process.

Individuals had unconsciously mirrored the anxious, behaviour, thoughts and feelings of others.

Clearly this had a profound impact on the implementation of the change, organisational performance and the well-being of both individuals and teams.

I wondered what the impact would be if individuals had received training or coaching at the start of the change programme.

Effective change leaders require the time, space and safety to consider the perspectives of all parties involved.

This strategy would alleviate emotional overload and promote cultural alignment.

It would support leaders in realising that change affects everyone in an organisation on a micro or macro level.

I believe that during change we should consider habit 5 of Stephen Covey’s 7 Habits of Highly Effective People.
Stephen Covey states “Seek First to Understand then to be Understood”.

This habit involves listening with intent.

It is not merely concerned with asking: core, basic and killer questions, it includes active listening and emphatic listening.

If we find ourselves focusing on our plan of attack whilst listening to others we are not really listening.

We are not present for those we are communicating with.

If your key desire is to communicate your concerns this this will act as a barrier to effective two way communication.

You may miss out on hearing shared concerns, shared values and prevent the development of a shared vision.

Practice managing your own emotions.

Listen and pause before you respond.

Try empathetic listening for two weeks both at work and in your personal life.

This will support you in understanding the perspectives of others.

This will also enable you to keep your own emotions in check; understand the emotions of others and manage change more effectively.

Author: Denise McCausland @ DMT Training Contact: info@dmttraining.co.uk
Website: www.dmttraining.co.uk www.dmttraining.co.uk/blog