Say Goodbye to “We’ve Always Done It This Way”

Have you ever invested in a promising new software system, only to watch it fade into nothing more than a monthly expense on your credit-card statement? In an era defined by rapid technological advancements, mergers and acquisitions and economic fluctuations, honing our competitive edge has never been more imperative. Exceptional customer service and operational efficiency aren’t just aspirations – they’re indispensable for survival and success in the tree care industry.

Statistics underscore the reality that luck is not a strategy, and even the most meticulously laid plans can falter in the face of team commitment. With more than 70% of change initiatives falling short, often due to employee resistance and inadequate leadership, it’s evident that a deeper commitment to the change process is necessary. Hence, investing in change leadership demands more than financial resources; it necessitates a meticulously crafted strategy. The right approach can delineate the boundary between transformative success and costly disappointment.

The human element of change

According to bluebeyondconsulting.com, change leadership is the process of leading an organization through significant disruptions, transitions or other organizational transformations. Unlike change management, which focuses on operationalizing your change process, change leadership is all about your people.

At the heart of every organizational change initiative lies the human element. Employees are not merely passive recipients of change but active participants whose attitudes, beliefs and behaviors can either facilitate or impede progress. Recognizing and addressing the psychological aspects of change is therefore essential for navigating transitions effectively.

The psychology of resistance

Understanding the psychology behind resistance is key to managing change. Resistance stems from basic human nature, the feeling of having no choice and difficulty in letting go. The amygdala, a small, almond-shaped part of the brain, plays a significant role in this resistance. It processes sensory input and triggers instinctual reactions before rational thinking kicks in. When someone is using their amygdala, it blocks them from rational decision-making. People who are confronted with change often jump into their amygdala mode, and some find it really hard to get out.

To help people transition from emotional reactions to rational thinking, take the following steps:

• Understand individual differences: Recognize that everyone reacts differently to change. Some people are naturally more adaptable and open to new experiences, while others may need more time and reassurance.
• Listen and acknowledge: Understand and empathize with concerns. Create a safe space where employees feel comfortable expressing their fears and anxieties without judgment.
• Provide choices: If possible, involve employees in the decision-making process. When people have a sense of control over the changes affecting them, they are more likely to buy into the process and support its success.

The importance of communication

Effective communication is the bedrock of successful change leadership. It’s not just about disseminating information, but about fostering a dialogue. This dialogue helps in building trust, alleviating fears and ensuring that everyone is on the same page. Transparent communication can transform skepticism into support, and confusion into clarity.

Strategies for effective communication

• Frequent updates: Keep everyone informed about the progress, setbacks and next steps. Regular updates help maintain momentum and keep the team engaged.
• Two-way communication: Encourage feedback and be open to suggestions. Actively listen to what employees have to say and show that their input is valued and considered in decision-making.
• Consistent messaging: Ensure that the message remains consistent across all levels of the organization. Consistency helps in reinforcing the vision and goals of the change initiative, reducing misunderstandings and resistance

Building a change-ready culture

Creating a culture that is receptive to change involves more than just preparing for a single initiative. It requires cultivating an environment where change is viewed as an opportunity rather than a threat. A change-ready culture is characterized by flexibility, innovation and continuous improvement.

Steps to foster a change-ready culture

• Lead by example: Leadership should embody the change they wish to see. Leaders who are visibly committed to change set a positive example for the rest of the organization.
• Invest in training: Provide employees with the tools and knowledge they need to adapt to change. Continuous learning and development programs can help employees build the skills required to navigate new challenges.
• Celebrate innovation: Recognize and reward those who contribute innovative ideas. Encouraging creativity and experimentation can lead to breakthroughs that drive the organization forward.

8 Steps to exceptional change leadership

• Step back from solving
  Most changes within organizations stem from either a problem or an opportunity. If it’s a problem you are trying to solve, take a step back to get the full picture before jumping to solutions. Involve your team in identifying the problem and engaging in a healthy discussion before solving it. Early in my career, I often rushed to solutions, but I learned that involving the team leads to better outcomes.
  Do: Break down the root cause of the problem or discuss the opportunity fully before diving into action. This comprehensive understanding ensures that the solutions developed are effective and sustainable.
  Don’t: Make change decisions in a vacuum. Engaging your team in the problem-solving process ensures diverse perspectives and collective buy-in.
• Assess your resources
  Your most valuable resources are people, and your most fleeting resource is time. Ensure you have the right people in the right positions and that it’s the right time to implement the change.
  Do: Attract team members with an ownership mentality. These individuals will take initiative, drive progress and be committed to the success of the change initiative.
  Don’t: Assume it’s always a good time to implement changes. Assess the current workload, organizational climate and external factors that might impact the timing and effectiveness of the change.
• Prioritize and align
  Ensure the change you are contemplating aligns with the company’s priorities and vision. Avoid letting urgent issues distract your team from important goals. Stick to your planned initiatives, unless something truly significant takes precedence.
  Do: Stay committed to the goals you and your team have set. Regularly revisit and reassess these goals to ensure alignment with the broader organizational vision.
  Don’t: Sacrifice the important for the urgent. While it’s essential to address pressing issues, don’t lose sight of long-term objectives that drive sustainable growth and success.
• Begin with the end in mind
  Define what success looks like and decide how to measure it. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to maintain focus and direction.
  Do: Assign ownership of SMART goals. Clear ownership ensures accountability and provides a point of reference for tracking progress.
  Don’t: Assume everyone will stay on track without accountability. Even your top performers need regular check-ins to stay focused. Regularly review progress and adjust plans as needed to stay on course.
• Execute
  Notice how long it took us to get to this step? Great change leadership leads with great preparation and communication. When you get to this step, ensure you take a project-
  management approach, so it’s clear who will do what and by when. Set a cadence to check in on the progress your team is making. Ensure progress on SMART goals is transparent to all parties involved.
  Do: Use a platform (project-management software) like Monday.com to track progress. These tools can provide real-time updates, streamline communication and improve collaboration.
  Don’t: Divert from the plan without communicating it first. Any deviations should be discussed and communicated to ensure everyone remains aligned and informed.
• Measure and adjust
  Once implementation begins, continuously measure progress against the defined goals. Use these measurements to adjust strategies and tactics as needed. Flexibility is key in managing change effectively.
  Do: Regularly review metrics and adjust plans as necessary. This iterative approach allows for course corrections and ensures the change initiative stays on track.
  Don’t: Stick to a plan that’s not working without re-evaluating its effectiveness. Be open to feedback and willing to make adjustments based on real-time data and insights.
• Celebrate success
  Once your team hits important milestones or the finish line, celebrate the win and recognize key contributors. This will entice others to step up for the next project.
  Do: Set key milestones with realistic timelines to help your team stay focused. Recognizing incremental achievements keeps the team motivated and engaged.
  Don’t: Underestimate the value of praise. Acknowledging efforts and celebrating successes fosters a positive work environment and reinforces a culture of excellence.
• Reflect and learn
  After the change initiative is complete, take time to reflect on what went well and what could be improved. This reflection will provide valuable insights for future projects.
  Do: Conduct a thorough post-mortem analysis. Involve all stakeholders in the review process to gather diverse perspectives and comprehensive feedback.
  Don’t: Skip this step; it’s crucial for continuous improvement. Learning from past experiences helps in refining strategies and enhancing the effectiveness of future change initiatives.

Conclusion

Leading through change requires a deep understanding of human psychology, a clear vision and a structured approach. By following these eight steps, tree-industry professionals can navigate organizational change more effectively, ensuring successful outcomes and sustained growth.

The tree care industry, with its unique challenges and opportunities, can greatly benefit from a strategic and human-centric approach to change leadership. Embrace the change, involve your team and celebrate the journey together.

Change leadership is not just about managing processes; it’s about inspiring and guiding people through transitions. It’s about turning challenges into opportunities and ensuring that every member of the organization is aligned with the vision and goals. By focusing on the human element, fostering open communication and celebrating successes, tree care businesses can thrive in an ever-evolving industry.

Heather Dirksen is the head of plant health care growth at Canopy Service Partners, a first-year TCIA member company based in Chicago, Illinois, and founder of Ascend Tree Business Consulting, located in Oklahoma City, Oklahoma.

This article is based on a session covering the same topic that she presented at TCI EXPO ’23 in St. Louis, Missouri. To watch a video recording created for that presentation, click here.