By Thomas Davis, CRNA, MAE, Lt. Col (ret)

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“The only constant is change.” “If you’re not on the change bus, you will end up under it.”   “Let’s not get trapped in the past.”  The clichés are copious, but when you move from glib rhetoric to reality, altering the status quo can be intimidating to those who have mastered their current jobs.  Any threat to the comfort zone can make knees knock and tempers flare.  Changing to keep ahead of the competition is inevitable and it’s one of the the keys to company survival and, ultimately, job security.  Insightful leaders will facilitate necessary change by welcoming fresh ideas and using their administrative positions to guide their teams smoothly through the transition process.

Changes that occur in the workplace frequently have two important components that provide opportunities for leaders to showcase their skills.  First, the technical aspects must be established in terms of written policy and procedure while assuring that necessary resources are in place.  Developing new policy involves gathering insight from all stakeholders and anticipating unintended consequences related to the modification.  Second, and equally important, the human factors related to implementing the transformation must be considered in order to ensure buy-in from the group.  Anxiety and resistance to change are two common reactions that must be acknowledged and addressed before the team can move forward.  Whereas technical aspects are often developed by committees, it is the job of leaders at all levels of the organization to address the (human factors) necessary for successful implementation.

Guiding a team to a future state begins with clarifying the desired outcome.  Schedule a time to talk with your supervisor and others in leadership positions to ensure that everybody visualizes the future state from the same perspective and is moving toward the same goal.  Next, develop a plan for transition to the new workflow that is in alignment with the culture of your organization. Linking the proposed modifications to the mission, vision and values of the organization sends the message that the new plan is not designed to be a nuisance, but rather a necessary modification for long-term success.  Holding out for a perfect plan can stifle progress.  Create a good plan and be willing to modify it as additional information emerges.  Establish markers to indicate progress and create a timeline for implementation of the plan.   Know your plan well enough to discuss it openly without notes.

Communication isn’t just the responsibility of leadership.  Communication must be two-way and ongoing.   Workers at the grassroots level are most affected by the change and know the implications as well as ways to facilitate implementation better than anyone else.  More importantly, encouraging feedback from all levels validates the workers and capitalizes on their unique perspective.  Based on the flow of information from the bottom up, modifications to the plan can be made to address glitches and unexpected consequences.

After the plan is developed and communicated, the actual rollout will be influenced by your attitude as well as the attitude of key people on your staff.  Every group has opinion leaders – those who co-workers seek out when they have questions or concerns.  Identifying and bringing go-to people on board before rollout will increase the probability for success.

As a leader, change is an opportunity to keep your organization on the cutting edge of the industry, and, in the process, create job security for the people you lead.   Keeping a positive attitude while bringing workers together who have a shared purpose becomes an opportunity for meaningful team-building.  The organization’s current status quo is not a destination; it is a leg in the journey to an ever-evolving future state.     You will remove apprehension and gain the support of your team by planning, communicating and implementing change in a confident and inclusive manner.

Thomas Davis is a noted leader, educator, speaker and clinical anesthetist. 

Build a preferred workplace.  Join Tom and a group of healthcare leaders for the values-based leadership webinar.  Click here for information.