Getting your team to embrace change

Here, we deep dive into how to get your team to welcome developments of all kind. We offer some vital tips that charity leaders can use to support their teams.

 

 

Repeat your message

 

Organisational change often takes consideration and then consideration again. Beyond just a discussion within a team, the NCVO says that repetition is key: “It has been said you need to communicate any message seven times in seven different ways for it to be heard. That might sound excessive, but don’t just say it once and assume everyone was listening.”

 

 

Get buy-in early

 

Taking a collaborative approach makes quick work of digital change. For leaders, make sure that the communication involves teams (or silos) from across the organisation.

 

The Third Sector reports on how to make change happen fast. They note that a collaborative approach achieves greater buy-in because entire organisations are working together.

 

 

Explain the change

 

Despite repeated communications, many teams may experience apprehension when change is afoot. Forbes Magazine suggests getting teams on board early. They also note that leaders should explain why the changes are taking place, and how it will improve processes.

 

 

Take responsibility

 

Good change management needs senior level responsibility and ownership. Earlier, we showcased the progress that charities have made in adopting digital change.

 

The Charity Digital Skills Report 2021 says that while most charities are making gains in digital, 40% still lacked a digital strategy.

 

At Charity Digital, we underscore the role of management: “CEOs and boards can do more to improve adoption of digital strategies and digital more generally. The report suggests that 52% of charities would like their leadership team to provide a clear digital vision.”

 

To get your team to embrace change, it’s important that those at the top take charge.

 

 

Do communicate the risks

 

Change comes with risk and reward. When balancing up, senior leaders should take note of potential losses and communicate those to staff.

 

LinkedIn says that to get your team on board, letting them know what to expect is good practice: “A key piece of this puzzle is communicating the limits of the technology to stakeholders as transparently and accurately as you communicate its benefits and opportunities.”

 

With that in mind, charity digital leaders should let staff know what could possibly go wrong when implementing change.

 

 

Train your team

 

People learn at different paces. Make sure your team is prepared. Encourage staff to attend training programmes.

 

For digital transformation, it may also be helpful to ask staff to download free software trials. Change managers will want to set aside multiple training offerings.

 

 

Recognise resistance

 

Sometimes digital change is hard to swallow. There may be some who are slow to adopt new things or are embedded in existing frameworks. Whatever the reason, the NCVO offers good advice. When managing change:

• Recognise resistance: For agents of change, turning a blind eye to resistance isn’t helpful
• Don’t shoot the messenger: If one person has spoken up, it doesn’t mean s/he is the only person with concerns
• Discuss and understand concerns: Try to listen and understand where the challenge is coming from
• Give it time: Change can take patience, but it’s important to have your team with you

 

Highlight successes

 

Celebrate the achievements in your progress. Pilotlight, the coaching firm, says part of change is recognising the benefits. They suggest taking a step back and looking at what’s been accomplished. Both from an individual and organisational level, ensure that everyone’s efforts are appreciated.

 

Our top tip here is on showing thanks. If your change affects how you interact with audiences or with members of the public, don’t forget to engage with your followers. The power of a thank you goes a long way, especially during fundraising efforts.

 

 

Revisit the decision

 

Ensure that your teams regularly review change. Feedback sessions are key. It’s an opportunity for charity digital managers to adjust or pare back the plan. The Cranfield Trust says to work along the 100-day strategic review.

 

They suggest being honest: “Be ruthless at this stage – if the data from your operational is telling you something then, be prepared to act on it.” Another top tip from the trust is to practice the review with all stakeholders – from colleagues to board members.

 

 

Learn from change

 

Learn from change even before it happens. Keep your team abreast of digital or market trends by circulating articles or sharing experiences. Digital transformation, when it comes, won’t be foreign to teams who are already aware of what’s happening outside their organisation.