Embracing Change Harnessing emotional energy By John Cremer Change usually means trauma but, in learning to deal with the emotions felt by staff during a period of transition, companies can ease the pain It is no secret that one of the most daunting challenges for managers in any modern-day organisation is how to introduce and deal successfully with the inevitable changes that must be faced. Whether in upgrading systems, streamlining production processes, "rightsizing" personnel numbers or creating a new division, the prospect of large-scale change is likely to send a shiver down the spine of all concerned. However, as experienced human resources professionals will readily agree, a time of change is also one of great opportunity and, if handled correctly, can immeasurably boost staff morale and enable an organisation to take a quantum leap forward. Speaking recently in Hong Kong, Singapore-based Eric Chua, chief executive of global training and consulting firm Pritchett Rummler-Brache (Asia), revealed the importance of the concept of "emotional energy" and how to harness it for positive effect. As a consultant in business transformation projects with almost 30 years' practical experience in teaching Fortune 500 companies how best to implement change, Mr Chua is only too aware how often normal, and predictable, human emotions as a powerful source of corporate energy are overlooked. "Once people recognise and exploit the potential force of their emotional energy, they quickly adapt to new situations" "Emotional energy comes from dealing with people, their moods and expectations," explained Mr Chua. "In future, it will become much more of a motivational factor for upcoming managers to focus on this aspect and know how to deal with it whenever change is contemplated. We have repeatedly seen that it's a special characteristic of winning leaders to be able to gain the most in times of transition by creating positive energy in others and directing it well." Changing minds When embarking on any form of change, the toughest part is in encountering and trying to convince a group of people trapped in their own resistance mindset. The trick is to convert their negative emotions, naturally occurring from a need for security and certainty, into positive energy which can then build on itself. "Most people prefer predictability and being in control," continued Mr Chua, "so they must be taught to adopt the 'possibility mindset' which allows them to look beyond their previous limits. Once people recognise and exploit the potential force of their emotional energy, they quickly adapt to new situations and find better ways to serve their customers and co-operate with colleagues." This concept is fully endorsed by Susan Chan, vice president of human resource, learning and development for a multi-national company who, during recent corporate mergers, has had a close-up view of how Mr Chua's theories are put into practice. In accepting that a focus on people, their feelings and how to turn their energy to advantage were as crucial in the merger process as any physical office move, Ms Chan witnessed the creation of a stronger, more committed workforce. Recalling how her firm sought ways to manage effectively through a period of reshaping their business, which involved outsourcing and relocating some functions to lower cost areas, Ms Chan knew how vital it was to anticipate staff reactions and accommodate them productively. "The process needed to get people to see change as positive, to switch from frustration to having a rational approach," she said. Applying the theory From the outset, a career management initiative was set up whereby all levels of staff went through active training sessions to illustrate how the announced changes would provide them with future opportunities. Employees were expected to complete a self-assessment exercise and set out specific personal goals defining what they wanted to achieve during the career transition period. At the same time, a mentoring programme was rolled out, led by experienced managers, so that frustrations and fears could be expressed and addressed. Pent-up emotions could be released and used constructively in pinpointing areas still needing attention. The firm welcomed any kind of feedback. "We taught people to take ownership of their careers and showed we were listening," said Ms Chan. "We kept energy levels high throughout because staff were kept informed, the leadership were united and we always put people first." Significantly, when people from different cultures came together after the merger it was easier to adopt best practices, form new teams faster and identify performance gaps which still had to be plugged. To measure the process of driving emotional energy, Mr Chua uses what he calls an "energy grid". This helps his clients keep track of key areas such as flexibility, innovativeness, risk and stress tolerance as exhibited by individuals. It is linked to an ongoing programme of instruction and activities designed to open minds and create a sense of urgency for change. "Once there's a shared sense of mission," said Mr Chua, "it's then up to the executives to drive change at the operating level and keep their message consistent with the corporate values of their organisation." BEFORE & AFTER Before - Uncertain corporate direction - No inclination to change - Reluctance to speak out - Emotional energy overlooked After - Focused and determined leaders at every level - Non-essentials challenged throughout company - Positive action as the norm - Power of emotional energy recognised Taken from Career Times 9 January 2004 Your comments are welcome at [email protected]