Implementing Change: Practical Guide for Managers and Executives

Many people think change management is just about creating and following a plan. 

They believe everything will fall into place if they set clear goals and deadlines.

But…

…it’s not that simple. 

Here’s the deal: change affects people on a deep level. It can create fear, resistance, and confusion. 

Ignoring these emotional aspects is a big mistake. You might see deadlines slip. Mistakes happen. And worse, clients get upset, and your company’s reputation goes down.

To succeed in change management, you must address both the technical and human sides of change.

In this blog, we’ll address these emotional and technical aspects of change so you can use them to your advantage. You’ll learn practical steps and strategies that work to help you implement change without losing your footing.

Let's dive in and make change a manageable part of your journey.

What You Need to Know Before Implementing Organizational Change

Before you implement any change, here’s what you need to know: you need to lay the foundation. 

But what foundation are we talking about?

This is where the concept of “Nemawashi” from Toyota comes in. Nemawashi means “laying the groundwork or foundation.” 

In Toyota Production and Japanese culture, Nemawashi involves sharing information about upcoming decisions to involve all employees in the change process. 

Since your team is the foundation of change, you have to build the change for them, not just for the organization.

Nemawashi is crucial because it helps you:

• Involve Everyone and Reduce Resistance: By sharing information and seeking opinions, you make sure everyone feels included and reduce resistance to change.

• Build Consensus for Everyone’s Benefit: You can build a consensus when everyone has an opinion. This consensus makes implementing changes that truly benefit your team and organization easier.

• Prepare Thoroughly and Anticipate Problems: With everyone on board, Nemawashi helps you prepare for change thoroughly. You can anticipate problems and address them early.

These factors will help you implement change smoothly and ensure that everyone benefits from the change.

In the next sections, we’ll discuss these aspects in depth to lay the foundation for your team. 

Let’s start by involving your team in the future vision.

How to Emotionally Move Your Team With The Future Vision

To make change management effective and fruitful, you must give them an intense craving for change. 

When you do this right, you’ll have less fear, resistance, and confusion from your team. They can look forward to a bright future where they can imagine themselves doing better with the change.

To do that, you can use these four elements to move your team with the vision emotionally.

4 Elements of a Strong Vision

clear

If your vision isn’t clear, your team won’t know what you’re aiming for. They will be confused and will lack direction.

So, use simple, straightforward language and break down complex ideas into easy-to-understand concepts. 

For example, instead of saying, "We aim to optimize our operational framework," say, "We will make our work processes faster and more efficient with [The Change Initiative]." 

These two have similar meanings, but the other one is easier to understand. As a result, the vision is more straightforward for your team, and they know the direction of change.

inspiring

An inspiring vision motivates your team. It gives your team a reason to push through challenges because they see the positive outcome.

To inspire your team with the vision, you can use stories, examples showing the change's benefits, or show full trust in your team. 

For instance, you might say, "Our goal is a workplace where everyone feels valued, and productivity is at an all-time high. That’s what we’re working towards. For others, it might seem impossible. But with this team, I’m very confident we can push through." 

Make sure the vision speaks to their aspirations and values. That’s the only way you can truly inspire them to change.

relevant

A relevant vision is something that will positively impact your employee’s lives. 

One way to do this is by highlighting the benefit of the vision to your team’s daily work and long-term goals. For example, you can say, "This time management project will help you lessen your work time by 20% and increase the quality of your work." 

Once they see how the change positively affects them, they will contribute more to the change.

realistic

If the vision seems unattainable, your team might feel discouraged and give up before even trying. 

On the other hand, a realistic vision builds confidence and commitment.

So, set achievable goals and milestones. Break the vision into smaller, manageable steps. For example, "We plan to increase our customer base by 10% in the next six months by implementing new marketing strategies." 

Being realistic shows that while the vision is ambitious, it is within reach with effort and dedication.

If you have these four elements embedded in your vision, you’ll have a dedicated, hungry, and emotionally moved team. 

When your team is fired up with the vision, this is the right time to encourage them to commit to the change.  

However, how do you actually get them to buy-in and commit to the change?

How to Actually Get Buy-In from Executives and Team

1. Identify Them and Personalize the Strategy

According to Wrike, stakeholders usually fall into four types:

1. High-power, highly interested people — you have to manage them closely

These stakeholders care deeply about your project and have the power to help you succeed. Engaging them ensures you have strong supporters who can influence others and provide valuable insights.

To manage them closely, here’s what you can do:

• Engage Early: Consult them before starting a new project. Share your plans and ask for their input.

• Listen and Implement: Pay attention to their suggestions and implement their ideas when possible. Listening shows the stakeholders you respect their expertise and builds their commitment.

• Keep Updated: Keep them in the loop, especially when there are changes to the initiative. Explain the changes to maintain transparency and trust.

2. High-power, less interested people — keep them satisfied:

These people have significant power but limited interest in your project. 

Keeping them satisfied prevents them from becoming obstacles and can turn them into passive supporters.

Here’s how you can keep them satisfied: 

• Minimal Time Investment: Don’t take up too much of their time. Provide updates that are concise and to the point.

• Seek Insights: Ask for their input on major decisions to make them feel valued.

• Show Benefits: Make sure they understand how the change positively affects them. It can be through improved company performance or benefits to their department. This way, you can make them more invested in the change.

3. Low-power, highly interested people — keep them informed:

These stakeholders are passionate about the project but have little influence. Keeping them informed can turn them into enthusiastic supporters who spread positive messages and help drive grassroots support.

• Regular Updates: Keep them in the loop with regular updates on major developments.

• Encourage Participation: Involve them in activities where they can contribute. Their enthusiasm can be contagious and beneficial for the project.

Low-power, less interested people — monitor them:

These stakeholders are the least affected by your change. Monitoring them ensures you can address any unexpected issues without investing too much time.

• Minimal Interaction: Keep communication brief and relevant.

• Stay Aware: Be aware of their reactions to ensure they don’t become unexpected obstacles.

2. Answer Their “What’s in it for me?”

Let’s face it: people are more likely to support changes that benefit them personally. 

Showing your team how the change improves their roles and career growth helps build their commitment.

For example, show your team that the change will give them new responsibilities that will help them hone their skills and can lead to a salary raise.

Skill and career development is a strong motivator. People want to grow professionally, and showing them how the change helps them do that can increase their support.

Financial incentives are also a strong motivator. When people see a direct financial benefit, they are more likely to support the change. So, explain any bonuses or salary increases tied to the success of the change. If applicable, discuss stock options or other financial rewards.

You can also tell your team how it benefits other members. People care about their teams and want to see them succeed. Showing how the change benefits their teams can make them more supportive.

For example, you can explain these:

• Improved Efficiency: Explain how the change will streamline processes and improve team efficiency.

• Better Tools: Highlight new tools or resources that will help their teams work better.

• Enhanced Dynamics: Show how the change will improve team dynamics and make their leadership roles easier.

3. Involve Them Early

Early involvement makes people feel valued and integral to the process—especially if they’re a part of the  “High-power, highly interested people” category. 

Involving them early allows you to gather diverse perspectives and improve your plans.

Involve them in the initial planning stages. Ask for their input and feedback. Make it clear that their opinions matter and will shape the project.

One way you can do this is through cross-functional groups. Cross-functional groups promote collaboration and a sense of ownership. When people from different departments work together, they can see the broader impact of the change.

You can start by creating working groups that include key stakeholders from various departments. Then, encourage open communication and idea sharing within these groups.

Another way to involve them early is through workshops and brainstorming sessions. Workshops and brainstorming sessions foster a collaborative environment. They also help address concerns early and build commitment.

Use these sessions to gather ideas and address concerns. 

We can't stress this enough: make participants feel like they are part of the solution to build their commitment to the change.

4. Look at Their Deeper Motivations

Understanding what drives each executive and team member will help you tailor your approach to change.

And when you tailor your approach, you get them more invested and engaged with the change.

Some people are driven by professional achievement—they want to climb the corporate ladder and tackle new challenges. 

Others seek recognition; they thrive when their hard work is acknowledged and celebrated. 

Many value stability and need to feel secure in their jobs, knowing their future is safe. 

Lastly, some are motivated by personal growth—they want opportunities to learn new skills and develop professionally.

• For those motivated by professional achievement, highlight how the change will lead to new responsibilities and career advancements. Explain the specific roles or projects they could take on due to the change.

• For those who seek recognition, publicly acknowledge their efforts and successes. Use company meetings, newsletters, or internal communications to highlight their contributions.

• For those who value stability, emphasize how the change will enhance the company’s stability and job security. Provide concrete examples of how the change will strengthen the organization and ensure long-term success.

• For those motivated by personal growth, offer training programs, workshops, and mentorship opportunities that align with the change. Encourage them to participate in initiatives to develop new skills relevant to the change.

In addition to aligning the change with their motivations, you should offer emotional support. 

Regularly recognize their contributions and celebrate their involvement in the change process. Positive reinforcement and encouragement throughout the change help maintain their morale and motivation.

Don’t underestimate the power of positive reinforcement when implementing change.

5. Raise Your Presence and Influence as a Leader

According to a research study by PDX Scholar, there is a strong and positive relationship between transformational leadership behaviors and team performance. 

Leadership qualities such as building trust, inspiring a shared vision, encouraging creativity, emphasizing development, and recognizing accomplishments can help team members go the extra mile and achieve their goals.

People want to see that they are heading to a positive change. And one of the most remarkable ways you can show them is being a present and influential leader.

You must demonstrate commitment, build strong relationships, and show them you are worth following.

• Show your dedication to the change by actively participating in change initiatives, adopting new practices, and staying positive. 

• Build strong connections with key stakeholders through regular, meaningful interactions. Understand their needs and concerns, and show empathy and support. Regular check-ins and open-door policies can help build these relationships.

• You can also enhance your communication skills to clearly and effectively convey the vision. Practice active listening and ensure your messages are clear and consistent.

• Be present and approachable. Attend team meetings, hold open office hours, and engage with employees at all levels. This accessibility fosters trust and openness.

You’re the leader. You must remember that your behavior sets the tone for the entire team.

6. Address Opposing Ideas

No matter how good an idea is, there will always be concerns.

That’s normal. The best thing you can do is to welcome and address these opposing ideas. 

Look at it this way: the more objections you have to the idea, the more opportunities you have to get buy-in from the stakeholders.

You just have to make sure that you address them properly and objectively.

To address opposing ideas properly, you can do this: 

• Create a safe environment where team members feel comfortable expressing their ideas and concerns. Encourage healthy debate and listen actively.

• Validate the concerns of those who oppose the change. Show that you understand their perspective and are considering their input seriously.

• Present data and facts that support the change. Use case studies, statistics, and concrete examples to address opposing viewpoints and alleviate concerns.

• Find common ground with those who oppose the change. Build on these commonalities to create a more inclusive and acceptable plan.

• Be willing to adjust your plans based on valid opposing ideas. Sometimes, there will be loopholes in your ideas. So, show them that you are open to feedback and willing to make changes for the betterment of the initiative. This flexibility can convert critics into allies and strengthen the overall change process.

How to Navigate Implementing Change: Key Metrics and Strategies

Once you implement the change, you still have more work to do—navigating the change. 

The truth is that some of your team members will have difficulty adapting because of their old habits. So, you have to ensure you navigate the change throughout.

Navigating change successfully requires tracking key metrics and using effective strategies. 

Here are the key metrics and strategies you can use to make the change in your favor:

1. Team Engagement Levels

High team engagement usually indicates that the change initiative is working.

On the other hand, low team engagement indicates that it’s not working and that you need to revamp the initiative.

You can assess these through:

• Surveys and Feedback: Regularly conduct employee surveys and feedback sessions. These tools help you gauge engagement levels and understand their sentiments toward the change. Ask specific questions about their experiences and any concerns they have.

• Participation Rates: Measure the participation rates in change-related activities, such as training sessions and workshops. High participation rates suggest that employees are engaged and willing to invest their time in the change process.

After these, always follow up on the feedback with clear actions and communicate the changes made based on their input. You can also offer incentives like certificates or recognition for those who attend and contribute actively.

2. Milestone Achievement

Tracking milestones ensures that the change initiative is progressing as planned and helps identify any delays early.

You can assess these through:

• Project Timelines: Track the completion of key project milestones against the planned timelines. Use project management tools to keep everything on schedule.

• Goal Attainment: Monitor the achievement of specific goals set for the change initiative. For example, check if you are seeing efficiency improvements or revenue increases as targeted.

Break down the change initiative into smaller, manageable tasks with clear deadlines. Use tools like Gantt charts to visualize progress and adjust plans as needed.

Always set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for each change phase and regularly review progress and adjust strategies to stay on track.

3. Performance Metrics

Performance metrics help you understand the overall impact of the change on your organization’s operations.

You can assess these through:

• KPIs: Identify and track key performance indicators (KPIs) relevant to the change. These might include productivity, quality, and customer satisfaction. Regularly review these KPIs to assess progress.

• Operational Efficiency: Measure improvements in operational efficiency. Look for reduced cycle times or cost savings to evaluate the impact of the change. Use these metrics to make necessary adjustments.

4. Adoption Rates

High adoption rates indicate that your team embraces the new processes, tools, or systems. On the other hand, low adoption rates suggest that your team needs help with the change.

You can assess these through:

• Usage Statistics: Monitor the adoption rates of new processes, tools, or systems. Track how frequently these new methods are being used. 

• Compliance Rates: Track compliance with new policies or procedures. Ensure that your team follows the changes correctly to achieve the desired outcomes. 

If the stats are low, provide comprehensive training and ongoing support. Create user-friendly guides and hold Q&A sessions to address any issues. 

You can do this through team meetings, forums, or video guides. The key here is to make it accessible and tailored to your team’s learning style.

5. Employee Retention and Turnover

Changes can affect employee satisfaction and loyalty, which can impact retention and turnover rates.

You can assess these through:

• Retention Rates: Measure employee retention rates to assess the impact of the change on satisfaction and loyalty. High retention rates suggest that employees are happy and committed.

• Turnover Rates: Monitor turnover rates, especially in key roles. Identify and promptly address any negative effects of the change on employee retention.

To avoid high turnover rates, foster a supportive work environment that recognizes and rewards employees who adapt well to change. You can also offer career development opportunities to retain top talent.

If you have team members leaving, conduct exit interviews to understand why employees leave. 

Use this feedback to make improvements and reduce turnover in the future.

5. Customer Feedback and Satisfaction

Customer feedback helps you understand how changes affect your customers and their perceptions of your company.

You can assess these through:

• Customer Surveys: Conduct customer surveys to gather feedback on their experience with the changes. Ask about their satisfaction levels and any suggestions they have.

• Net Promoter Score (NPS): Track your NPS to evaluate customer loyalty and the overall impact of the change on customer perceptions. A high NPS indicates customers are satisfied and likely to recommend your company.

Act on customer feedback quickly and communicate the improvements made based on their suggestions.

6. Financial Performance

If you own a business, this is one of the primary metrics you must track. Financial metrics show the direct impact of the change initiative on your organization.

Imagine this: even if team engagement is high, but it’s causing you to lose revenue, you still have to rework your change strategy.

You can assess these through:

• Revenue Growth: Measure revenue growth to determine the financial impact of the change. Increased revenue indicates that the change is contributing positively to the bottom line.

• Cost Savings: Track cost savings resulting from the change. Look for reductions in operational expenses or increased efficiencies. You can reinvest these savings into further improvements.

To avoid losing finances, budget your finances from the start, then set a regular schedule to assess finances. It can be weekly, bi-weekly, or monthly. If possible, hire an expert to consult and manage your business finances.

Common Mistakes in Implementing Organizational Change

Aside from key metrics, navigating change successfully requires avoiding common pitfalls that can derail the change. 

Here are some mistakes to watch out for and how to steer clear of them:

1. Lack of Clear Vision

Organizations often start change initiatives without a clear, compelling future vision. Without a clear vision, your team will be confused and lack direction.

To avoid this, ensure your vision is Clear, Inspiring, Relevant, and Realistic. You can go back to this blog's “4 Elements of a Strong Vision” for a detailed explanation.

2. Insufficient Buy-In from Stakeholders

Failing to secure genuine buy-in from key stakeholders, including executives and team members, can lead to resistance and lack of commitment.

To avoid this, you can go back to the “How to Actually Get Buy-In from Executives and Team” of this blog and apply the strategies there to get buy-in from stakeholders.

As you can see, this is why we emphasized the “Nemawashi” concept of Toyota from the “What You Need to Know Before Implementing Organizational Change” section in this blog.

You have to build the foundation before you implement the change. 

Remember: the foundation is your team. To succeed in implementing change, you have to build the change for them, not just for the organization.

3. Ignoring the Human Element

Focusing solely on processes and systems while neglecting the emotional and psychological impact of change derail the change process.

For example, if you focus solely on financial performance or milestone achievements, you won’t notice your team’s morale declining.

And when their morale is down, the fear, the resistance, and the confusion increase

Here are some ways you can avoid these:

• Address Emotions: Acknowledge and address the fears and anxieties that come with change. Provide support and resources to help employees cope. You can do this by rewarding their contributions to the change.

• Foster a Supportive Culture: Create an environment where employees feel safe to express their concerns and suggestions. As a leader, lead by example and empathize with your team

4. Overlooking the Need for Flexibility

Implementing a rigid plan without room for adjustments is an organization-centric approach, not a people-centric approach.

And when you want to implement change successfully, that’s a recipe for disaster.

To make sure you’re flexible, use real-time feedback to make informed decisions. You can do this through surveys, emails, one-on-one conversations, or team meetings.

Then, during that process, you can also allow your team to test new approaches and learn from their outcomes. For example, if you’re meeting with the marketing team and find out they’re falling short during the change, encourage them to voice out what they will do to fix it.

With this, you’ll foster an independent and adaptable team that can survive any changes.

5. Poor Communication

Poor communication can lead to misunderstandings, rumors, and decreased morale.

To avoid it, you can do these: 

• Start with The Managers: Prioritize communicating clearly with your managers first. Once they master the initiative, it’ll be easier for your team members to adapt to the change.

• Create a Communication Plan: Develop a comprehensive communication strategy that includes regular updates, Q&A sessions, and feedback loops.

• Use Multiple Channels: Utilize various communication channels—emails, meetings, intranet, and social media—to reach everyone effectively.

6. Underestimating the Time and Resources Required

Many organizations underestimate the time, effort, and resources needed to implement change successfully.

They think, "Once I have a checklist, I just need to check it off.”

But no. Many things can happen when implementing organizational change. You might see positive results, but you might also see negative results like decreased productivity, lower morale, or things getting more complicated because of the change.

To avoid this, plan for unexpected events too.

Typically, 10-20% of the total project budget should cover unforeseen expenses. This will give you the financial flexibility to address unexpected costs without derailing the entire initiative.

You can also develop detailed action plans for potential setbacks. For instance, outline alternative suppliers or backup solutions if you anticipate possible delays due to supply chain issues. 

If you foresee resistance from a particular department, prepare additional training sessions or communication efforts to address concerns.

Conducting a scenario planning will also help identify possible negative outcomes. For each scenario, outline specific steps to mitigate the impact. For example, if a key team member leaves the project, have a succession plan with identified candidates ready to step in.

By recognizing and avoiding these common mistakes, you can increase your chances of successfully implementing change in your organization.

Implement Organizational Change Around Your People

Implementing change in any organization is a challenging yet rewarding endeavor. 

Throughout this guide, we’ve explored key strategies to implement change effectively.

As our final reminder, change isn't just about processes and systems; it's about people. You can lead your organization through successful transformations by considering both the technical and human elements.

For more insights and inspiration on implementing change, tune into the System Catalysts podcast. 

On System Catalysts, you'll learn from activists, philanthropists, and change-makers who put their egos aside to improve the systems that run the world. 

Discover their stories and strategies to bring impactful change to your organization and beyond.

Listen to System Catalysts and become a part of the movement for positive change.