Change is stressful. Personal change, organisational change…even positive change can be stressful, because with change comes difference, and almost always it comes with the task of learning something new, failing, picking yourself back up, trying again. Making small, incremental steps, having compassion for yourself, being empathetic to others. Pushing yourself out of the comfort zone, sitting with discomfort. Striving for the outcome without always knowing when or how you will get there…seeing the light at the end of the tunnel but you’re not quite there…yet.

At Glass Ripple Consulting, we focus on the practical application of change skills - so in this blog, to highlight the potential effects of having and not having a change agile organisation, I’m going to give you examples of 2 companies.

As you read through, have a think – what do you see in your own company? Is there room for improvement?

Company A is a change agile organisation, equipped to recognise potential changes and act, and Company B is not change agile, and instead stuck in the hamster wheel of change (or washing machine – whichever visual works best for you!), with individuals not knowing whether they are moving up or down, going left or right.

Company A: Thriving Through Change

Company A, a leading tech start-up, prides itself on its change agility and commitment to fostering employee well-being, morale, and retention. Recognising the importance of adaptability in a fast-paced industry, Company A has implemented various initiatives to support its workforce through change.

Decision making. Company A actively involves employees in decision-making processes and encourages them to contribute their ideas and feedback. The company has worked hard to foster a psychologically safe space to enable their teams to speak up and give constructive feedback, even if it goes against the grain. This inclusive approach fosters a sense of ownership and engagement among employees, who feel valued and empowered to drive positive change within the organisation. They also feel able to speak up during change, when they think that there is misalignment to the company purpose and vision, keeping change initiatives on track.

Adaptability. With a culture of continuous learning and experimentation, employees at Company A are equipped with the skills and mindset to adapt quickly to changing circumstances. They keep an eye out for opportunities for the company to gain a competitive edge on the competition and they bounce back quickly from adversity. This resilience enables them to navigate challenges with confidence and maintain high levels of performance, even in the face of uncertainty.

Well-Being. Company A prioritises people and their employee’s well-being. Not by guessing what well-being means to their teams, but by ASKING and LISTENING to understand and then involving the teams in implementing well-being initiatives that matter to them. By involving the individuals and teams in the well-being initiatives decisions, they are fostering a culture of collaboration and inclusivity. Employees feel supported and cared for, leading to improved morale, satisfaction, and overall well-being, alongside a collaborative approach to problems and finding solutions through using the diversity of thought within the group. This behaviour, learnt during brainstorming well-being solutions, is now also applied to how the teams navigate through change, communicating and supporting each other across departments and coming up with cross-department ideas.

Innovation. Company A encourages and allows time for failure and fosters a culture of continuous improvement and growth. Employees are empowered to explore new ideas, take calculated risks, and push the boundaries of what's possible, driving innovation and driving the organisation's success. They are not scared of making mistakes, and leaders ensure that they are given the time and the headspace to work on new ideas and experiment in a safe environment. This ‘pushing the boundaries’ leads to greater innovation, and creation of solutions during change.

Retention. Employees at Company A are more likely to stay with the organization long-term due to the positive work environment, opportunities for growth and development, and a strong sense of belonging. Retaining top talent is crucial for maintaining continuity and momentum during periods of change.

Fun Fact – as Gen Z move into the workplace, you’ll notice that well-being, opportunity to develop and be involved become even more important in retaining talent.

Company B: Struggling To Adapt

Let’s look at a contrasting company…

Company B, a traditional manufacturing firm, struggles to adapt to change and support employee well-being, morale, and retention. With a rigid hierarchical structure and resistance to new ideas, Company B faces numerous challenges in maintaining a motivated and engaged workforce.

Some of the challenges they face include:

Employee Disengagement. Employees at Company B feel disengaged and disconnected from the organization's goals and vision. They have very limited opportunities for input and involvement in decision-making processes, they lack a sense of ownership and commitment to driving change. There is little to no communication around change, and this leaves them feeling undervalued.

Stagnation. “We do it this way because that’s how we’ve always done it”. No culture of innovation or continuous improvement, Company B struggles to stay competitive in an ever-changing market. Employees are not given the time or space to research areas of interest and don’t bring any new thoughts and ideas back into the company. There is a distinct split between work and outside of work. Even if they did have some ideas they wanted to bring in, they would be hesitant to do so as challenging the status quo is frowned upon, especially with those above you in the hierarchy.

Productivity and output over well-being and health. An oxymoron if ever there was because the 2 are inexplicably linked! Getting results and keeping productivity high is the driving force with processes tightened and progress closely monitored. Employees experience high levels of stress, burnout, and dissatisfaction, leading to low morale and increased turnover (and usually with no exit interview or feedback).

Resistance to Change. Change is feared. Change is hard. Change is stressful. Company B struggles to adapt to new technology or processes that will improve the company’s effectiveness in the market, because the people will not buy into the constant hamster wheel of change. One change ‘fails’ and so another starts. Hit with a wave of new things to learn and uncertainty and lack of support, individuals and teams cling to previous processes, and ways of working, hindering the progress of change.

Retention. Low morale, limited opportunities for growth, uncertainty, and disengagement, employees in Company B are likely to look elsewhere for employment. The high turnover rates further disrupt productivity, reduce the amount of tacit knowledge in the company, dilutes the (already broken) culture, and undermines the company’s ability to maintain stability and momentum amidst change.

Not-So Fun fact – Company B’s reputation will hinder its ability to recruit high potential employees.

Company B doesn’t paint a very pretty picture does it?

There are so many companies out there who have elements of Company B blocking their ability to adapt to change and stay competitive in their market.

But it doesn’t have to be like that.

At Glass Ripple Consulting, we work alongside you in training and supporting all levels of your organisation to lead, manage, and support change. All of our training works in alignment with your organisational goals so you know that you are not only set up for change happening now, but in the future.

If you would like to know more, then send me an email at zoe@glasrippleconsulting.com where I will happily talk to you about our core change management courses, The Change Leader, The Certified Change Manager™ and The Change Agent.

Glass Ripple Consulting is a CPD accredited provider, and we work with organisations to support them in becoming change ready – now and in the future.