By: Toni Amenrud, Business Development Manager, Xylem

Managing change in the workplace is particularly challenging, especially in environments with long tenured employees, a common scenario in utilities. Employees who have been with an organization for long periods of time are crucial for maintaining smooth operations. However, there comes a point when change is necessary, such as adopting new digital technologies at a water utility. Without proper management, “change” can become a dreaded concept. Initiating the change management journey involves common steps, and it's important to understand that this doesn’t happen overnight. It requires commitment, effort, and a clear end goal.

During the change management journey, you will likely encounter resistance or skepticism. Here are some common strategies to guide you through the change process.

Getting Started

Leadership expert Simon Sinek argues that organizations only think people “fear” change when the reality is they fear “sudden” change. Change is expected by most people. But they respond more positively when change is presented in a clear rational manner thus limiting the resistance. This includes acknowledging the past, defining the reasons for change needed and engaging early adopters who are receptive to new ideas. The early adopters play a crucial role as they influence their peers and colleagues who are observing their reactions. It is essential to nurture the early adopters because they can become advocates and effective communicators of the change and its necessity bringing in a redundancy to communicate the need.

Leaders must also manage conversations effectively with both early adopters and the broader employee base. They should recognize that change is not just a procedural shift, it has emotional dimensions that need careful consideration and balance during communication. Change often resonates deeply on a personal level for many people. For that reason, change initiatives cannot be treated as isolated activities to be adopted into the organization. Employees need to be re-engaged into the new ways of doing their day-to-day work

To manage this challenge, some water utilities have created Transition Management Teams or roles dedicated to overseeing this journey. The success of the new Transition Management role hinges on maintaining consistent engagement with employees and ensuring strong redundant communications about the progress, accomplishments, and future goals, thus driving increased retention during the change. And they must be sure to take time to actively listen to the staff who are directly affected by the ongoing changes. During this journey the Transition Management Team can start building the foundation for a “change” culture organization having a positive future impact.

As the saying goes, “If you’re not changing, you’re not growing.” We are in a world of continuous change, and it is imperative that water utilities remain agile and prepared for the changes of tomorrow. By navigating the complexities of change management with foresight and empathy, organizations can position themselves to thrive amidst ongoing transformation.