Leaders must adequately guide the different members of an educational institution to achieve digital transformation. But how should they deal with resistance to change? Here are four good practices to facilitate this task.
As mentioned in our previous blog Five hurdles to digitally transform internal processes, the team’s rejection to change is one of the main obstacles to digital transformation.
For Jonathan Bether, Chief Digital Officer of SAP, the hardest part of a digital transformation process is changing the way people think, according to TechTarget.
This resistance can be linked to the sensation of losing control, uncertainty about the benefits change will bring, the fear that it could imply more work or unease at leaving one’s comfort zone.
Dealing with this resistance is the responsibility of leaders, in reference to managers, the IT department or any other role or area that can help to make this process easier.
So, how should it be done? Here’s a list of four good practices for leaders to handle resistance to change.
As Tony Schwartz, President and CEO of The Energy Project, states in his column for Harvard Business Review, leaders are crucial for the success of this process.
The first step is for them to change the way they think – not merely by adopting new ways of doing things but by thinking more innovatively. For example, leaving bad practices behind, dedicating time to implement a complete overhaul of methods, and being open to new ways of solving problems.
Everyone involved in implementing digital transformation must prepare the ground for all members of the institution to internalize the change and support the process. For this reason, it’s critical to create a safe and trusting environment in which people can open up.
“Why should we change the way we work if current practices work?” This will likely be the question many members of the institution will ask when faced with accepting innovation. Explicit messages on the benefits of change must be given to avoid this.
This process will demand effort: the different teams will have to learn to use a new tool or way of doing things. To make it worthwhile, they need to be convinced of its advantages. For example, administrative tasks will be done more quickly, or a register will show everyone’s work, to name just two.
As change implies introducing technological solutions, leaders must know how to use and make the most of the new tools. It’s crucial for leaders to be end-users of these platforms as well, thus promoting their use by example.
There’s nothing worse than laying down the law about something one doesn’t understand. Ideally, leaders should put themselves in the place of those for whom it will be hardest to carry out this change. That way, they will have a clear view of what can hinder a successful digital transformation and master the tool to teach others.
Rather than impose a new form of work, leaders must be open to feedback. Why aren’t members of an institution adapting to change? There may be many reasons; from lack of training to the possibility that users are not digital natives. The important thing is to listen to feedback and take it into account for the process to be successful.
Digital transformation can be a cumbersome process if not handled openly. Everyone must paddle in the same direction to make it work. Leaders can make this happen with a few good practices.
The most important is for leaders to understand their crucial role in the process and make a 100% commitment. Likewise, they must be open to receiving feedback and leading by example.