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Leading Change in a Downturn

Leadership is challenging in the best of times. However, when you need to initiate change, particularly in a down economy, the task becomes even more complex.

Articles in two recent editions of the Harvard Management Update focus on these issues. In November, “The Balance Needed to Lead Change” by Kerry A. Bunker and Michael Wakefield highlighted the tensions between business issues (aligning resources and restructuring) and the people concerns of coping with change.

These tension areas can be summarized as follows:

1. Catalyze change/Cope with transition
2. Show a sense of urgency/Demonstrate realistic patience
3. Be tough/ Be empathetic
4. Show optimism/Be realistic and open
5. Be self-reliant/Trust others
6. Capitalize on strengths/Go against the grain

In December, “Helping Employees Cope with Change in an Anxious Era” by Lauren Keller Johnson was published. She notes that in any business climate, but especially in the current market, managers “need to ensure that employees fully buy into change initiatives and make the necessary alterations in their day-to-day behavior—at precisely the same time their employees are likely to be most anxious about, and resistant to, change.”

The keys in both of these discussions of leadership of change revolve around the notions of honest self-assessment and honest, open and frequent communication within the organization.

Some questions for you to think about as you plan for and implement change in your organization:

• Have you clearly articulated why changes are necessary, both at the industry and the organization level?
• Are you realistic in your assessment of yourself, your organization’s position and the markets in which you operate?
• Have you clearly articulated your goals? Is your leadership team prepared to pull along with you to accomplish them?
• Can you articulate a view as to what happens and how the organization will look when the changes have been implemented?

If you can answer “yes” to these questions and you are ready to honestly and openly communicate, communicate and then communicate some more, you are on the way to successfully negotiating the changes you have planned in the weeks and months ahead.

Time and business conditions don’t wait— you shouldn’t either!

This publication is part of Blackman Kallick’s marketing of professional services, and is not written tax advice directed at the specific facts and circumstances of any person and/or entity. Contents of this publication are of a general nature, and you should not act on this information without obtaining professional advice from your business advisor that is appropriately tailored to your individual needs and circumstances. This written advice is not intended or written to be used, and cannot be used by any taxpayer, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code.