Leading Staff through Change - Emerging Nurse Leader

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

The pace of change in every healthcare environment has become fast and furious. Both staff and leaders tell me that it is exhausting. Policies today are often made then quickly reversed to adapt to changes.

The human brain loves predictability. We naturally feel safer when we know what to expect and things feel routine. But unfortunately, that is not the world we live in today and it is unlikely that the pace of change will slow down any time soon. We are all being asked to continually learn new things – then unlearn them – then relearn other new things. Some of us are more adaptable than others to these shifts in our environment. Almost everyone experiences change fatigue at some point in their work-life.

Leaders are often the bearers of news about change and are expected to implement new expectations (whether you agree with the change or not). The following are five strategies to help staff with change:

Frame the change so it is easily understood. Change efforts often fail because of problems with communication. Simon Sinek urges leaders to always start with the WHY before you move to the what or how.How leaders use language to frame people, situations, and events has important consequences for the way individuals make sense of the world and their actions.
Meet them where they are in the acceptance/transition process. Rosabeth Kanter, a Harvard Business Professor, has observed that nobody likes change when it’s something that’s done to us. But change that we think up or embrace on our own is different—that kind of change we never grow tired of. So while the leadership that designed the change may quite enthusiastic, you should not expect that it will be accepted the same way at all levels in the organization. Not all of us accept change in the same way or on the same timeline. Research indicates that change becomes more difficult as we age. This is because we have more to unlearn and then relearn with each new change initiative. To avoid frustration, it is important to meet people where they are in the change process and be supportive not dismissive.
Involve staff in the process of implementation. As a manager, you may have no control over whether something is implemented or even the timing. What you do have some control over is how it will be implemented in your unit or department and this is where staff input becomes key. Take the leadership on this and don’t behave as a victim in implementing new initiatives.
Help them identify where and how they can fit into the change. In most situations where we are asked to change, we are substituting the old for the new and unfamiliar. This can make us feel insecure about our work and is often personally exhausting. The response of leaders to change or turbulence has a powerful effect on their staff. There are always possibilities in change that can lead to a new, brighter future and this needs to be conveyed. Leaders who remain calm, truthful and optimistic in their communications help to prevent the spread of misinformation and reduce staff anxiety.
Give them hope. The Gallup organization has identified the ability to give hope as one of the four key expectations that staff have of their leaders. There are silver linings in any situation and the leader needs to be the first to help everyone see what they are. An optimistic attitude and outlook can be very energizing and contagious. It will motivate your staff to do their best. You need to expect success if you are to achieve it.

Read Rose Sherman’s new book – The Nurse Leader Coach: Become the Boss No One Wants to Leave

Read to Lead

Kotter, J. (1996). Leading Change. Boston, MA: Harvard Press.

Sinek, S. (2011). Start with Why. New York: Portfolio Books.