The coronavirus pandemic or ‘coronacoaster’ has brought a heightened level of change for both individuals and organisations. We are experiencing more change at home and at work than ever before and we all know that change can affect individuals and companies in different ways.

Saying that, managing current confusion, future uncertainty and processing and adjusting to constantly varying ways of living and working is having impact on every person and company alike.   

If there is one thing we can be sure of, it’s that there is more change to come and that this dynamic situation will continue for an unknown period of time.

Change is always difficult. Today’s dynamic environment just adds an extra level of complexity. Companies face increasingly variable shifts in demand, accessibility and availability of product, employees and customers. Individuals face personal, financial and professional challenges on a scale that they have not encountered before.

There are some people who love change but equally there is a bigger proportion who will struggle with change (and uncertainty). Those ready to adapt to the changing conditions will thrive. Now, more than ever, we should focus on getting the mechanisms in place to ensure that we, ourselves, and our businesses are motivated, engaged and prepared to succeed through change. Supporting those along the way who need a little support (or maybe a lot…)

We must remain inspired, lift our spirits and find the motivation to propel us to get through this confusing time. So, what can we do to ensure that we are best placed to succeed?

There are some great models you can follow to create personal positive energy and increase the positivity and adaptability of your working environment through change.

The “influence model,” introduced by McKinsey in their article, ‘The psychology of change management’ is a great read. They suggest that creating a purpose, reinforcing behaviour, maximising skills and role modelling are the keys to adapting and coping with change.

“Appreciative Inquiry” is an approach to change which focuses on strengths rather than weaknesses. It is a positive way to review yourself and your organisation. David Cooperrider is considered to be the founder of this model.  The steps for this approach are known as the 4 D’s:

1. Discover: appreciating and identifying what works well. 

2. Dream: Envisioning results, and how things might work well in the future.

3. Design: Planning and prioritizing what would work well. 

4. Destiny (or Deliver): Sustaining the change.

Carol Dweck’s work suggests that people either have a growth or fixed mindset. Individuals who believe their talents can be developed have a growth mindset. They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less and put more energy into learning. When entire companies embrace a growth mindset, their employees report feeling more empowered and committed; they also receive far greater organizational support for collaboration and innovation.

Every theory of change and motivation have some core similarities.

• Recognise a job well done.
• Create purpose and vision.
• Ensure that there are development opportunities.
• Have transparent and clear communication. Celebrate success.

The more positive and rewarding the work environment, the more motivated and engaged your employees are. There is too much evidence to list that if you are motivated and engaged in change you are more likely to achieve your goals. The same goes for organisations. If you have motivated and engaged employees your organisations are more likely to succeed!

If you would like to talk to Heidi about how you can support yourselves as leaders, your business and teams, your people through this ‘coronacoaster’ with positive outcomes, then give her a call on 01425 205390 or by email at heidi@viewhr.co.uk.

Thanks for reading to the end – you clearly have a growth mindset!