As a business advisor, when I work with decision makers on one of the more difficult issues confronting them – managing change, I give them a few key items that they must address early on in the process…

If you are trying top steer a new course, be sure your seasoned veterans and new recruits are on board.

It Takes Many Hands to Move a Ship - Maybe you have heard from, or commiserated with, other owners and managers who have been trying to "turn the ship" and feel that it is a solitary endeavor. Steering a new course is always challenging, but if you agree with the premise that it is easier to steer a ship when all hands set the rigging toward your intended heading, then it makes sense to bring your "crew" up to speed with your plans and not to consider them as adversaries. If you see yourself as solely responsible for bringing about change, your employees will probably wonder where, if at all, they fit into your plans. When they know "something" - but not "what" - is going on, they may fear that any action might hinder rather than assist your change, or they may take incorrect action. This can take the "wind out of their sails" and cause them to step back and avoid any actions that you may potentially welcome.

Keep an Open Mind - If you are coming into a new situation, keep an open mind about an individual employee’s performance. Most people perform differently under various circumstances. Evaluate any informa¬tion given to you by previous management in light of your own obser¬vations. Communicate and interact with employees to learn more about their strengths and weaknesses and how they interact and work with others. You may be able to inspire a disgruntled or underutilized employee to step up and meet new challenges. Going into a new endeavor with a "clean house" approach usually becomes a self-fulfill¬ing prophecy and can cripple your business, leaving it short on valu¬able experience. Better to go with a "clean slate" approach.

Address Employee Fears - Employee resistance to change is largely based on fear of change. If your employees appear to be resisting change, ask questions to find out why. They may fear that the company will not survive a change, or that they will lose their job. Change may bring specific challenges to them that they feel ill equipped to meet. Communicate your reasons for bringing change to the company and the negative consequences of not taking action. Listen to and acknowl¬edge your employees’ thoughts. Try to minimize the hardships of change for employees. If job responsibilities are changed, offer an opportunity for training. If an employee wants to take this opportunity to try something different, see if this can fit with, or even facilitate, your plans. If you need to cut staff in come areas, retained staff will judge how you handle it. You might shuffle staff in different groups; give ample notice; or provide outplacement assistance, severance, or re-training.