The Manager’s Dilemma: Leading Through Large-Scale Change
What was the last significant transformation effort that your organization implemented? How did the process go for you and your colleagues?
If your experience is similar to that of the majority of companies, it may not have been as successful as hoped. It’s estimated that between 60% and 70% of large-scale change efforts fail. While there are often several factors that impact the outcomes of these initiatives, one of the essential components is management. Research has shown that only 25% of employees think their leaders are effective at managing change.
Supervisors sit at the crossroads between strategy and execution. They are expected to motivate teams, drive performance and maintain engagement—all while adjusting to the shifts in policies and practices themselves. Without support, managers may struggle to move their teams in the right direction.
For change efforts to flourish, Learning & Development (L&D) professionals can equip people leaders with the tools and skills to turn the disruption from a challenge into a competitive advantage.
Understanding the Manager Experience
It’s important to acknowledge the human side of transformation. Large-scale change impacts more than just workflows. It can affect identities, working relationships and psychological safety.
Evolutions in the business may cause supervisors to feel:
- Confused about expectations
- Uncertain about job security or future responsibilities
- Stressed as they strive to support their staff while feeling unsteady themselves
- Challenged as they integrate new team members or adapt to reorganizations
If these sentiments go unaddressed, miscommunication, low morale and disengagement can quickly erode trust in the process and slow progress toward the desired future state.
Five Ways L&D Can Help Managers Lead Change
1. Address the Supervisor Experience
Organizations that have excellent change management programs – often underpinned by L&D – achieve success in 88% of cases. A vital part of these initiatives includes supporting leaders through the overwhelm that often comes from transitions. To do so, training professionals can:
- Advise managers to show compassion for themselves and take frequent breaks to support their presence of mind with practices like meditation or a mindfulness walk
- Deliver resources and reference guides to support prioritization and empower supervisors to map out work plans on a reasonable timeline
- Integrate programming to reduce tension, such as the Emergenetics egLearning Library course, Hone Your Habits, Managing Stress, or the Managing Change Power of We workshop
2. Provide Change Management Training That’s Practical
Frameworks like The Prosci AKDR Model or Kotter’s 8 Steps for Leading Change provide useful, actionable pathways to success. They can be even more effective when paired with tools like Emergenetics to integrate Thinking and Behavioral insights into the process. To strengthen training, L&D teams can:
- Offer scenario-based learning experiences rooted in real organizational dynamics
- Coach leaders to anticipate and navigate resistance based on staff’s Emergenetics preferences
- Equip managers with tips to communicate clearly and compassionately to different Thinking and Behavioral types
Associates: To connect Emergenetics theory to Kotter’s 8-Step Process, refer to my blog here.
3. Strengthen Team Building
With organizational shifts, often comes new team configurations and interdepartmental collaboration. In fact, 83% of companies use cross-functional teams to stay agile. It’s essential for these groups to establish trust with one another to achieve collective results. L&D can partner with supervisors to:
- Facilitate team-building sessions that highlight shared values, organizational objectives as well as individual and collective strengths
- Use assessments like Emergenetics to build understanding and appreciation of different work styles
- Create shared non-work-related experiences that foster connection and growth
Associates: Support teams in transition by reviewing their combined group Profile and asking each employee to reflect on what they need to feel safe, productive and energized by the change with consideration for their most preferred Attributes. After collating the answers, collaborate with the manager to develop a strategy supportive of the entire department.
4. Offer Just-in-Time Solutions
While structured training is an important aspect of any Learning & Development program, managers also need access to resources that offer solutions and tools at the time of need, especially if they are being asked to facilitate a change that impacts day-to-day work. L&D teams can:
- Deliver microlearning content that addresses common challenges in the transition process
- Provide toolkits for virtual engagement and communication
- Host office hours or virtual drop-in appointments for leadership coaching
5. Co-Create Development Plans That Fuel Growth
94% of employees say they would stay longer at a company that invests in their career growth. To retain talent and help team members see a future for themselves during periods of upheaval, people leaders can co-develop personalized growth paths for their direct reports. L&D can provide the tools to:
- Identify skill gaps based on evolving priorities
- Build flexible learning plans aligned to team and organizational goals
- Lead career conversations that inspire trust and buy-in
Making Change Easier
Managers are integral to carrying out transformation initiatives, and L&D professionals play a vital role in shaping their success. By pairing structural support with empathy and applicable tools, supervisors will gain the skills they need to guide their teams with confidence—no matter what changes come next.
Looking for more strategies to help individuals effectively lead through transitions? Download our eBook, The Manager’s Dilemma: Navigating Corporate Mandates and Team Needs.
Or, fill out the form below to speak with one of our staff members about how Emergenetics can elevate your corporate climate!
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