Change isn’t an event. It’s a process
Leading employees into a climate of disruption—whether it’s a workspace makeover or a workplace cultural shift—can be a winding, bumpy road. Those who embark on the change management journey without careful planning and an experienced guide to drive the transition are destined not only to waste time, money and resources, but to cause rifts between groups that could grind productivity to a halt.
Gain a strategic advantage
Thatcher Workplace Consulting is a leader in providing workplace and change management strategies to public and private sector clients of every size and across all industries. As experts in managing the “people side of change,” Meredith and her team will work collaboratively to identify objectives, anticipate issues, and develop a change management strategy designed to inform, mobilize and unify workers until the transformation is complete.
Engage employees at every level
A well-researched, carefully planned and expertly implemented change management strategy will require employee engagement at every level if the organization is to transition from where it is now to where it wants to be. Clients of Thatcher Workplace Consulting are also advised to:
- Work with change management experts who have a clear roadmap, best practices research, methodologies, tools, and resources in place (e.g. PROSCI certification)—and who have change management experience that is directly related to workplace transformations
- Lead the change, not follow it
- Consider it a corporate and corporate-wide initiative, not a “facility management” initiative
- Cast aside the attitude that employees will “get used to it” and focus instead on actively engaging employees
- Give employees a voice (not the expectation of a vote)
- Ensure the value of the project matters to employees, not just to senior management
- Distinguish between the “victims,” “vacationers” and “volunteers” and address their reactions to change (listen, communicate, train and support)
- Provide clear direction, timings and tasks to help employees understand HOW to adapt to each phase of the transformation
- Have diagnostic tools in place to systematically measure the project’s health
- Be willing to accept the need for course corrections—at times they are warranted
- Communicate regularly through multiple channels and at all levels (understand when it’s best to use the leader’s voice vs. a manager or supervisor’s voice)
When you’re preparing a new workspace for your people, make sure you also prepare your people for the new workplace. Thatcher Workplace Consulting has the expertise and resources to help you effectively transition the work, worker and workplace for the future.