Why Front Line Managers are Key Players in Facilitating Change
Understanding and managing change across diverse regions, cultures and countries involves more than simply having a great communications plan. In fact, the challenges of change, particularly with today’s culturally diverse workforce, require a specific, customized approach. Here are three compelling reasons why regional managers are best suited to successfully communicate, sell and jointly implement a change management strategy.
No. 1: Building and Maintaining Credibility
In many cases, employees lose faith when businesses attempt to implement a variety of change management initiatives without clear direction. A string of new policies and procedures is often negatively viewed as the “flavor of the month”, creating resentment and leading to discontent. At best, initiatives are seen as a joke, and, at worst, people begin to look for other work if the change indicates the possibility of decreased promotions and increased layoffs. Managers who serve as key communicators in leading change can alleviate much of this concern by building and maintaining credibility for the change. With the right tools, messaging and tone, regional managers can gain the support to keep employees engaged in business as usual.
No. 2: Customizing the Message to the Audience
Regional managers have insight into the broad array of diverse issues that are specific to their area. They often have more information than head office about their employees’ needs and wants and are capable of tailoring the messaging to be relevant to their audience. Managers armed with the right information can ensure people understand the benefits and the impact of the change; what they need to do differently; and what tools and resources they will have access to before, during and after the change. Because they are more closely in touch with regional concerns, these managers can help ensure the messaging resonates with their team. Customizing the message to fit the audience and crafting the delivery to enhance and promote an objective is essential for a change management strategy to succeed.
No. 3: Providing Ongoing Feedback
Who better than the regional manager to communicate and return information on how the change effort is being received? Through regular phone calls and round table meetings, managers can work side by side with headquarters, relaying how the initiative is being received, and articulating how best to move forward.
Feedback is essential for ensuring changes are having the desired outcome, but also for providing informal information – “water cooler” talk that can duly inform strategy. Keeping a finger on the pulse with regular check in points, and ensuring an open line of communication with regional managers is key to making sure the effort succeeds. Remember, global change management initiative rarely happens overnight, and never without keeping in touch throughout the process with informal feedback channels.
Regional managers are uniquely positioned to lead global change management initiatives. They know their team, how best to frame the messaging and they have the relationships in place to build and maintain credibility. Through two way conversations and informal feedback mechanisms, managers can help effectively communicate, sell and implement the right strategy at the right time.
