Background and challenges
When organisations prepare for significant change, there's often a great deal of attention on plans, processes and structures. But what about the people who will need to make those changes happen?
Staffordshire County Council was bringing together around 100 of its most senior managers for a leadership conference as part of its wider work to develop its leadership approach and framework.
With Local Government Reorganisation becoming an increasingly important part of the organisational context, the council wanted to create space for leaders to think about the human side of the change ahead.
Much more than simply what LGR might look like, this was about exploring what leaders could do now to prepare themselves, support their teams and think more intentionally about organisational change and culture.
Trueman Change was invited to contribute specialist insight into the psychology of organisational change and the leadership behaviours that help people navigate it.
Trueman Change involvement
Lucy Trueman joined Staffordshire's senior leadership conference to deliver an interactive session combining organisational psychology, practical change experience and research.
Drawing on our work with Chief Executives and Directors who had already experienced successful change programmes, Lucy helped leaders explore what previous experiences could teach them about preparing people for major change.
The session focused on five key areas:
- Leading through uncertainty: How does uncertainty affect people's confidence, motivation and behaviour? And how can leaders provide direction when they don't yet have all the answers?
- Being intentional about culture: Change creates an opportunity to think about the culture an organisation wants to protect, challenge and create. Rather than allowing culture to develop by accident, leaders explored the part they play in shaping it.
- Understanding autonomy and control: When significant decisions are being made outside people's control, it's easy to feel powerless. Lucy helped leaders explore where they and their teams could still exercise influence and how that can support people through change.
- Taking people with you: Successful organisational change involves more than communicating decisions. Leaders considered how they could involve colleagues, maintain trust and help people feel part of the journey.
- Learning from others : Research from previous reorganisations provided practical insight into the challenges leaders might encounter and the approaches that can help. The session combined psychological theory with discussion and practical models that leaders could use within their own teams.
Outcomes
Feedback showed that the session was well received by Staffordshire's senior leaders.
From 71 participants who rated the session 70% of respondents rated the session 4 or 5 out of 5.
The qualitative feedback also highlighted some important shifts in thinking.
- Participants repeatedly reflected on the need to:
- Be deliberate about the culture they want to create.
- Prepare teams for change and take people on the journey.
- Focus on what leaders and employees can influence and control.
- Communicate openly and consistently through uncertainty.
- Learn from other organisations and collaborate across boundaries.
- Recognise that supporting the people side of change requires sustained leadership.
One participant summed it up:
“Leadership is key. We have to take the people on the journey.”
Staffordshire County Council senior leadership conference participant
Others highlighted the importance of proactively shaping the future culture they wanted, preparing themselves and their teams, and placing greater emphasis on people and culture.
Added value
An important part of the session was giving Staffordshire's senior leaders time to think beyond the immediate plans and processes of change.
The discussion helped bring culture, leadership behaviour and the employee experience into focus early, rather than waiting until structural decisions were further developed.
Participant feedback also identified where additional support could be valuable, including practical manager tools, opportunities to learn from other councils, peer networks and support for managers at different levels.
The session demonstrates how a focused leadership intervention can create value in its own right, while also helping an organisation identify where it may need further support.
That approach is relevant whether the challenge is reorganisation, a new strategic direction, service transformation or a change in leadership.
