Over the past few years, we have upended our daily work routines only to upend them again. Overnight, we transitioned from in-person workplaces to fully virtual environments. Gradually, some organizations transitioned into a hybrid model<\/a>, but one organization\u2019s definition of hybrid looks different from the next. At some organizations, employees work from home on certain days of the week and come into the office on others. At others, employees work from home most of the time, but report to the office once or twice per month. To best support employees in all kinds of hybrid environments, leaders must prioritize change enablement<\/a> and change management.<\/strong><\/p>\n Change management<\/a> is the process of planning, implementing and overseeing a transition or transformation in the workplace. Change enablement is the specific set of actions leaders take to support and empower individuals as they go through a transition, planned or not. While change management focuses on an organization\u2019s overall approach to change and the strategy to meet it effectively. Change enablement emphasizes the specific actions that will help individuals best navigate a change.<\/p>\n To develop a strategy for change management and enablement, as a leader, you must be mindful of the impacts of change, both positive and negative, and develop support strategies to help individuals excel and ask for help when the going gets rough. The following three practices are the pillars of leadership, change management, and change enablement.<\/strong><\/p>\n Digital information is an abundant, ever-flowing stream. On the surface, it\u2019s easy to spread a message virtually: a quick email, Slack message, or note in a group chat. But, think about the amount of virtual information you encounter daily, from Instagram and Facebook posts to news alerts. How many emails are in your inbox? How many unread texts do you have? It\u2019s easy for one message, however essential, to become swept away within the waves of countless information channels<\/a>.<\/strong><\/p>\n Leaders can\u2019t control the speed of the stream, but they can control how and how often they communicate with their teams. To limit the messages you write that others need to read, examine your business communication norms. Do you start your meetings \u2014 especially virtual ones \u2014 with a clear purpose? Are your key points clear and organized? Can your team easily identify next steps afterward?<\/p>\n You don\u2019t need to be formal to be an effective communicator. Oprah Winfrey starts every meeting with the following three questions: What is our intention for this meeting? What\u2019s important? What matters? By communicating directly, you encourage your team to do the same. Both you and your team will feel refreshed and motivated by clear expectations.<\/p>\n The boundaries between work and home have never been this blurred. To best support your employees, establish team norms that promote dependable work schedules and protect your team members\u2019 personal time. What are the acceptable hours for work communication? Which meetings require individuals to be on camera? When is it okay for someone to log off for the day?<\/p>\n Additionally, keep a level playing field between in-person and remote employees. It is easier to recognize the effort of an employee when they are physically present in the office and at meetings. To acknowledge the work of remote employees<\/a>, leaders need to take an extra step.<\/p>\n For example, go out of your way to give remote participants a voice in meetings. Pivot the conversation by asking the remote employees what they think.<\/strong> Effectively use the meeting chat to enhance conversations in live discussions. To support your remote employees outside of team meetings, set up an informal check-in meeting, and communicate directly: ask what they are working on at home that might go unnoticed.<\/p>\n At the end of the meeting, ask your employee what makes a check-in helpful, and together, determine how often to hold those meetings.<\/p>\n Unsupported change can turn into a challenge, then a disruption, then a difficult trial. Let people know there\u2019s someone in their corner long before they face a challenge.<\/p>\n The best way to show employees you care is to ask questions and show empathy. Find out what\u2019s happening in your team members\u2019 lives. Celebrate their achievements, and don\u2019t be afraid to acknowledge the challenging realities of working from home.<\/p>\n Additionally, encourage your team members to take breaks by modeling those boundaries yourself.<\/strong> If you need to take a break to recharge and de-stress, do it. Perhaps you block off fifteen minutes in your calendar each day and call it \u201crecharge time.\u201d<\/p>\n Or, maybe you just take the fifteen-minute break without announcing it. If you take a minute to yourself and tell your team it\u2019s okay to do the same, they will feel more seen, encouraged and supported.<\/p>\nWhat are Change Enablement and Change Management?<\/h2>\n
3 Essential Leadership Practices for Change Management and Change Enablement<\/h2>\n
1. Communication<\/h3>\n
2. Support<\/h3>\n
3. Connection<\/h3>\n