Change is the only thing that is constant, whether that’s in our personal lives or at work. People naturally resist change, particularly in the workplace where they’re “set in their ways” of working. As humans, we are creatures of habit - so whatever the change is, big or small, it can be difficult to immediately warm to new ideas and methodologies. Some change and transformation projects can take months, even years to “complete” and even then, the process isn’t finished.
However, there are instances where some change is rapid, either due to a change in the market or a shake-up of the business. Not all change is a long project, requiring strategy and implementation. Sometimes, it can be incredibly sudden, and businesses need to be able to bounce back.
What is an example of rapid change?
Cyber-attack
Although you’d hope that your technological infrastructure is built to ward off cyber-attacks, if the business comes under fire, you’ve got to think quickly to mitigate risk and ultimately recover. Cyberattacks can cause businesses extreme financial loss, lack of trust, and data breaches which can be detrimental or potentially life-threatening for some customers. In this instance, organisations need to be equipped with the right change to bounce back from a cyberattack.
A great example of this is the NASA cyberattack. In 1999, 15-year-old James Jonathan hacked and shut down NASA’s computers for 21 days! There were around 1.7 million software downloads during the attack, which cost the space giant around $41,000 in repairs [source].
Although at the time this was probably the best course of action suggested by NASA, something on this scale in 2023 wouldn’t be able to cope with 21 days' worth of shutdown. The moral of the story is that businesses in scenarios such as this need to make split-second decisions to be able to safeguard the future of the business and its employees.
Mass exodus
Whether it’s through mass redundancy or a group of employees choosing to leave, a mass exodus can feel incredibly extreme. The COVID-19 pandemic demonstrated how businesses need to manage rapid change, as the worsening of the pandemic seemingly overnight forced many organisations to decide the future of their employees. Some businesses dealt with it admirably, whereas others unfortunately fell under scrutiny for poor sensitivity and compassion for those who had been laid off.
A mass exodus can send a ripple effect of fear and uncertainty through an organisation, and businesses have you react quickly to deal with damage control. A great example of this was Airbnb.
In 2020, Co-Founder and CEO Brian Chesky published a message that he had shared privately with employees after layoffs, needed to be made. He received a lot of praise online for the way he handled the situation, mostly for his clear communication and ability to bring hope even in difficult times. He could control rapid change whilst also retaining the trust and respect of his employees.
Firing or leave from a senior individual
It isn’t uncommon for a senior member of an organisation to leave, however, the more senior and influential you go, the bigger the hit can be. For example, a CEO stepping down in a 200-person organisation will be completely different to a CEO stepping down in a 30-person organisation.
The impact is much higher, and all layers of an organisation will feel the change. Even if a business has prepared for this, for example creating a succession plan - it doesn’t take away from the fact that employees are still going to feel blindsided to a certain degree.
How can businesses manage rapid change?
Pre-empt change and plan accordingly
Although some rapid change can come out of nowhere, trying to pre-empt change and mitigate the risk that comes with it can be incredibly helpful. For example, succession planning can help with mitigating influential people leaving an organisation - or simply allowing you to stay ahead of the curve. You can never have too many plans: A, B, C, or even D!
Communicate clearly with a solutions-focussed approach
People resist change because they don’t have trust. Of course, there are a number of other issues that can contribute to people resisting - but trust lies at its core. If you’re able to communicate clearly and provide solutions that are palatable and digestible for your audience, then you’re halfway there.
Particularly in times of rapid change, people want answers and they want them quickly. Don’t fluff things up, be concise, and be honest (or as honest as you’re able to be).
Finally, accept that there will still be resistance
No change management strategy is bulletproof, and there will still be people who resist and don’t feel bought in. That’s OK - what you want to focus on is reducing the percentage of people who act and think like this instead!
