Change Management in the Workplace: a Spectrum of Challenges
By Nick Liantzakis
Anyone who has any experience in the workforce—from entry-level to executive roles—knows there are multiple types of change in the workplace, and each poses its own set of challenges.
There are internal changes, like restructuring, new divisions popping up, hiring, process changes, focus shifts in the organization, or change at the very top.
Not to be outdone, changes made outside of your organization include policy change at the local, provincial or state, federal level; funding concerns; market demand for services; or new technologies to implement.
With this variety of change, it’s a wonder anyone can get anything done. That’s where good leaders step in and thrive, though. As a leader, it’s your job to absorb the bulk of the change and act as a bulwark for your staff.
When uncertainty reigns, keeping a straight face to reassure your staff can go miles. Emotions and vulnerability certainly have their place, but when staff need reassurance, they’ll look to you for strength.
In the corrections industry, we’re professional observers. Those of you in corrections know exactly what I’m talking about: It’s hard to turn off the instinct to observe, understand, and anticipate—even when you’re in the grocery store or trying to watch your kid’s hockey game. So, it follows that in times of stress or in times of calm, your staff is looking at you and observing your behavior just as much as you’re looking at theirs. The way you carry yourself is just as important as the words you use to reassure your staff.
However, it doesn’t take vigilance at the level of a corrections officer to understand when a leader is trying to hide something. If your staff can learn to see you as a straight shooter—calm in the face of uncertainty—you’ll avoid a lot of additional stress (on their part and yours).
Information vacuums are breeding grounds for workplace issues
Uncertainty and change are unsettling in the workplace. These twin issues can cause problems with morale, focus, retention, and more. One example from my career: we were building a major new corrections facility in northern Canada. When staff saw that we were implementing a stop-gap measure before construction was complete, they assumed we were using the stop-gap measure as a replacement for the final product. The rumor mill started swirling, and it took an in-person visit to address the rumors and provide reassurance. That trip was well worth it, though. Staff accepted our rationale, and work continued unimpeded—no more rumor mill.
Leaders should also encourage open channels for feedback, allowing others to voice concerns and suggestions. Check in with front-line supervisors to get a temperature check on how staff are feeling, thinking, and what, exactly, they’re concerned about. Your efforts will not be worthwhile if you spend time explaining away a problem that nobody is concerned about. Get to the root of it. It’s not just about providing information. What is being said by the masses is more important, and it creates the framework for your response.
Leading when there’s no news—or only bad news—to share
Every leader will be faced with delivering bad news, or delivering news that’s inherently dissatisfying. In times of constant change, communication must be clear, consistent, and transparent. Regularly updating stakeholders on progress, challenges, and next steps ensures alignment and minimizes confusion.
If you’re not sure what the outcome of a trade policy shift will be, or how the new CEO wants to restructure one of the company’s divisions, or if a pinch in a supply chain will impact a major project’s outcome, the best thing to do is to speak up and get the conversation going with your staff before things can start to fester. Get clarity from front-line people on their concerns, and work to address them.
Each workplace is different, but providing a range of options for staff to voice issues or gain clarity can be effective. Maybe you have a small group, and they’re comfortable with one another. An all-hands or town-hall-style meeting might be the perfect fit. For larger or dispersed staff, or staff that may not be as eager to speak up about a particular topic, consider question-and-answer submissions which can then be addressed in a group setting. Chances are, if one person is asking, it’s on another person’s mind, too.
And, above all, when there’s something to share, don’t hesitate to share it. Make a regular habit of checking in via email to share updates or, at the very least, letting people know you’re continuing to work on getting answers.
In an information-scarce space, you must be as honest with your audience as you are with yourself. Guesswork is a bad road to take. What-ifs will stir up more stress and anxiety. Keep it close: “We don’t know what’s going to come, but we know what’s in the near future. Let’s tackle this one step at a time.”
In times of change, leaders must make tough decisions, often with incomplete information. While decisiveness is crucial, it should always be paired with a growth mindset—an openness to learning from mistakes and adjusting strategies as needed.The fear of making mistakes is often what holds us back. But, with that in mind, making the best decision possible with the information that is available at the time is the best you can do.
This fosters connection, trust, and faith in you as a leader. This will come in handy the next time there’s change—you can count on it.
Building a culture of trust
Trust is the foundation of successful leadership. During periods of constant change, maintaining transparency, openness, and integrity builds trust with your team.
A trustworthy leader shows consistency in their values and actions, even when adapting to new situations.
And as a leader, your resilience and persistence matter. Change can often be difficult and met with resistance. Resilience and persistence are necessary to push through challenging times while maintaining morale and momentum. Celebrate small wins to keep morale high and recognize the effort involved in overcoming obstacles.
In an era of constant change, leadership is about more than just managing transitions and issues. It’s about inspiring others to embrace change, fostering resilience, and ensuring that the organization remains focused on its long-term goals despite immediate challenges. Constant leadership requires adaptability, emotional intelligence, and the ability to bring people together under shared values and vision, even as the world around them is constantly changing.
About the Author
Nick Liantzakis is a corrections industry expert with 35 years of experience spanning frontline client engagement, tactical training, institutional management, electronic security project implementation and major capital delivery. His career began in the late 1980s with frontline experience and operational management, including senior administration, working in medium- and maximum-security environments. After many years as a member of a tactical team, Nick transitioned into management roles, where he leveraged his lived experiences as a correctional officer to develop and manage high-functioning professionals, effective teams in a variety of corrections environments.
Aided by his depth and breadth of management experience, and with an eye on the untapped staff safety and wellbeing benefits that electronic security systems could provide, he then transitioned into a role managing a high-functioning team and delivering a large capital portfolio of new facility construction projects. Using novel strategies, based on principles of democratic leadership, Nick has facilitated the successful implementation of many complex projects within the correctional environment. With his passion for improving the extremely challenging and underacknowledged corrections industry, Nick is now focused on sharing his experience, knowledge, and expertise with the next generation of corrections leaders.
In his free time, Nick enjoys curling, golfing, fishing, and spending time at his family’s extended home in Northern Ontario.