Change Management
Navigating the people aspect of change journeys
Managing the change process is both top down and bottom up. It requires active participation and ownership at all levels of the organisation. Different negative responses to change can include:
We help our clients navigate the people aspect of their change journeys. A well-prepared and skillful team is the strongest asset your organisation can have to take advantage of opportunities that change transformation brings.
It can be challenging for employees to respond to the many changes that are occurring in their workplace and to their jobs. We help teams prepare for change by developing an open mindset and practical skills necessary to be able to proactively contribute to the change process. These include:
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Understanding their instinctive responses to change
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Learning about the change process and assessing their readiness
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Developing personal resilience in times of change
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Developing learning agility and an attitude of lifelong learning
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Strengthening teamwork and understand success from a wider perspective
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Increasing digital confidence and openness to technology disruptions
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How can apathy and inertia be remedied?The redefining of traditional work norms and expectations is causing people to evaluate their work life. If their purpose at work is not compelling, they lose motivation, productivity drops and they are likely to walk out the door. Organisations must know their purpose and what they stand for. They must then have the culture and leadership to follow through, starting at the top. The leaders will set the tone and will need the competencies to draw out the “whys” of their people to create alignment and engagement. This requires trusted and relationally competent leaders. Learn more about how leaders can build trust to find alignment in this masterclass: The Emergent Leadership Imperative.
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How can leaders spark and sustain innovation for growth?To survive and grow, organisations need to innovate continuously. For many, this requires a culture renovation. Culture needs to enable out-of-the-box thinking and application. It should empower everyone in the organisation to contribute their thoughts and ideas. For this to happen, there needs to be trust. With trust embedded in the culture, employees are emotionally safe and have the autonomy to own their innovative thinking and pursue ideas that challenge the status quo. Ignite Innovation for Business Survival and Growth [E-Book] Commissioned by DesignSingapore Council, we studied the cultures of leading organisations in Singapore and uncovered how they have cultivated an innovative Design-Led Culture. The insights from the year-long qualitative study are distilled into 22 principles to help businesses flourish as they evolve and design cutting-edge relevant products and solutions. Download the playbook here.
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How can engagement and a sense of belonging be nurtured in a digital workforce?In Singapore, EngageRocket reports that engagement levels dropped 14% in 2021. Mass resignation is happening. The main reasons: they don’t feel valued by their organisation and managers, and they don’t feel a sense of belonging (McKinsey, 2021). A more human and relational leadership is what the people and culture needs. Click here to learn more about Relational Leadership: The Emergent Leadership Imperative here. Technology is a great enabler and can be used to foster engagement, connection and culture alignment. Click here to learn more about how ROHEI helps organisations build engagement through technology.
Addressing the people aspect of change is more than conducting town hall sessions and asking for feedback. It should really be about addressing the mindset and enabling the active participation of the people.
Leaders need to be able to not only communicate a clear direction but also address the underlying and often unspoken concerns that their people feel in a time of change.
Everyone in the organisation in turn needs to adopt an open mindset to be able to learn and adapt so that they are able to continue to contribute meaningfully to the business.
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How can apathy and inertia be remedied?The redefining of traditional work norms and expectations is causing people to evaluate their work life. If their purpose at work is not compelling, they lose motivation, productivity drops and they are likely to walk out the door. Organisations must know their purpose and what they stand for. They must then have the culture and leadership to follow through, starting at the top. The leaders will set the tone and will need the competencies to draw out the “whys” of their people to create alignment and engagement. This requires trusted and relationally competent leaders. Learn more about how leaders can build trust to find alignment in this masterclass: The Emergent Leadership Imperative.
-
How can leaders spark and sustain innovation for growth?To survive and grow, organisations need to innovate continuously. For many, this requires a culture renovation. Culture needs to enable out-of-the-box thinking and application. It should empower everyone in the organisation to contribute their thoughts and ideas. For this to happen, there needs to be trust. With trust embedded in the culture, employees are emotionally safe and have the autonomy to own their innovative thinking and pursue ideas that challenge the status quo. Ignite Innovation for Business Survival and Growth [E-Book] Commissioned by DesignSingapore Council, we studied the cultures of leading organisations in Singapore and uncovered how they have cultivated an innovative Design-Led Culture. The insights from the year-long qualitative study are distilled into 22 principles to help businesses flourish as they evolve and design cutting-edge relevant products and solutions. Download the playbook here.
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How can engagement and a sense of belonging be nurtured in a digital workforce?In Singapore, EngageRocket reports that engagement levels dropped 14% in 2021. Mass resignation is happening. The main reasons: they don’t feel valued by their organisation and managers, and they don’t feel a sense of belonging (McKinsey, 2021). A more human and relational leadership is what the people and culture needs. Click here to learn more about Relational Leadership: The Emergent Leadership Imperative here. Technology is a great enabler and can be used to foster engagement, connection and culture alignment. Click here to learn more about how ROHEI helps organisations build engagement through technology.
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How can apathy and inertia be remedied?The redefining of traditional work norms and expectations is causing people to evaluate their work life. If their purpose at work is not compelling, they lose motivation, productivity drops and they are likely to walk out the door. Organisations must know their purpose and what they stand for. They must then have the culture and leadership to follow through, starting at the top. The leaders will set the tone and will need the competencies to draw out the “whys” of their people to create alignment and engagement. This requires trusted and relationally competent leaders. Learn more about how leaders can build trust to find alignment in this masterclass: The Emergent Leadership Imperative.
-
How can leaders spark and sustain innovation for growth?To survive and grow, organisations need to innovate continuously. For many, this requires a culture renovation. Culture needs to enable out-of-the-box thinking and application. It should empower everyone in the organisation to contribute their thoughts and ideas. For this to happen, there needs to be trust. With trust embedded in the culture, employees are emotionally safe and have the autonomy to own their innovative thinking and pursue ideas that challenge the status quo. Ignite Innovation for Business Survival and Growth [E-Book] Commissioned by DesignSingapore Council, we studied the cultures of leading organisations in Singapore and uncovered how they have cultivated an innovative Design-Led Culture. The insights from the year-long qualitative study are distilled into 22 principles to help businesses flourish as they evolve and design cutting-edge relevant products and solutions. Download the playbook here.
-
How can engagement and a sense of belonging be nurtured in a digital workforce?In Singapore, EngageRocket reports that engagement levels dropped 14% in 2021. Mass resignation is happening. The main reasons: they don’t feel valued by their organisation and managers, and they don’t feel a sense of belonging (McKinsey, 2021). A more human and relational leadership is what the people and culture needs. Click here to learn more about Relational Leadership: The Emergent Leadership Imperative here. Technology is a great enabler and can be used to foster engagement, connection and culture alignment. Click here to learn more about how ROHEI helps organisations build engagement through technology.
We help leaders adopt a people-centric approach to establishing alignment to and leading change. We do this by equipping them with range of skills to implement change while keeping engagement and trust high.
We help leaders overcome people challenges when developing their change plans and getting buy-in with different stakeholders. This process can be a delicate one and can sometimes lead to conflict because of the pressures involved with this decision.
Managers often find themselves caught in the middle of the change process. They may have already bought in to the changes but are often ill prepared to help others through the transition.
We equip managers with key relational skills to be able to effectively manage the people aspect of the transitions.
How we help our clients
Singapore Government Agency
We helped a Singapore government agency with managing the change process through a major restructuring process as they transitioned into separate agencies.
Local Bank
We helped a leading local bank create a mindset of openness and digital confidence in transiting 900 of their customer-facing staff to alternative roles because of disruptions in the finance industry.
Global Management Consultancy
We helped a global management consultancy equip their leadership with relational skills to manage the people aspect of a major division restructure.
Eddie and Wei have been excellent facilitators - demonstrating how to engage in effective communication added with a personal touch. The session was indeed most helpful in inspiring and equipping me to be an empathetic change agent! Thank you for helping us to learn through relatable everyday examples.
Senior Associate
Global Management Consultancy
The training also helped me understand my team members more at a personal level and that in itself is priceless. And now seeing that they themselves have become united or cohesive & cooperative with each other. The strong team allows the leader to weather the tough situations.
Now, morale has improved. The team building has helped. Team members felt close with each other. There were reduced conflicts between people. The results speak for themselves. Other people could see the transformation in my team.