Things commonly overlooked when managing change

One of the most powerful, yet strangely overlooked elements when managing change is the provision of care.  This might seem rather obvious, but perhaps that is why it can be so easily overlooked.

Caring about others and their circumstances is not only a great thing to consider when managing change, but also in leadership. When assessing these important elements, there are some questions to ask yourself:

• How much do you truly care about the people you lead?
  
  
• How much do you care about the people on your team?

As you think about these questions, remember that there are two principal ways to relate to other people:  transactional or transformational.  

Transactional relatability in relationships 

Transactional relationships can be defined as being consciously or subconsciously focused on ourselves. As a result, the relationships we have when we are in this focus, end up being transactional relationships, focused on what we can gain from the other person.

When in this mindset, you might find yourself asking these questions when relating to others:

• How can I get the information I need so that I can get on with my job?
  
  
• How can I persuade them to agree with me so that we can move on?
  
  
• How can I avoid unnecessary communication with this person? 

Transactional relationships are often so focused on the task that the other person can appear second to the initial goal of that particular relationship.  

Transformational relatability in relationships

On the other hand, transformational relationships are primarily focused on the other person. These are motivated by a desire to serve the other person's needs, their wellbeing and development.

There is less focus on personal agenda, and more focus on championing others. Transformational relationships are mutual.

Transitioning between transformational and transactional relationships

Below are a few observations of why so many well-intended relationships quickly become transactional:

• Transactional relationships take less time and energy (so are easier)
  
  
• Tiredness and stress can cause us to overfocus on the task and neglect the personal element.
  
  
• We might find it easy to pick up bad habits from those around us.
  
  
• Caring for others is often unseen and unrewarded, and so sadly undervalued.

Benefits of transformational relationships

• They help build deeper trust and respect.
  
  
• They foster a life-giving team culture.
  
  
• They deepen emotional awareness and empathy.
  
  
• They help grow other people’s self-awareness and leadership depth.
  
  
• They model a way of relating that we would like to receive ourselves.
  
  
• They reduce stress in team members, leading to longer-term productivity and fulfilment. *

* This is often called discretionary effort. It describes a level of effort people could give over and above what they are required to give.

Discretionary effort is often motivated by having a clear sense of purpose and being valued. Most people will care more about their work if they feel cared for as people. This is why team culture is just as important as a team task.

Overall thoughts

Caring for others is often an undervalued behaviour. Building a reputation as one who shows genuine care will help build deep relational capital with others, which may well come in handy when you later have to lead others through change. 

Curious to learn more? C-me’s Change Management Workshop touches on how to foster caring environments that value each person and, as a result, maximise discretionary effort. This can be a crucial ingredient in effectively managing change. 

Find out more below!