Empower change through kindness this Blue Monday

Blue Monday refers to the third Monday of the year and has been labelled as the most depressing day in the calendar. It’s described as a time where people lack energy, the weather is bleak and motivation is low. So at this time of year, even the smallest of changes can feel difficult to achieve for employees.

It’s critical that business leaders in the midst of a digital transformation, or on the verge of a new change journey, consider how employees are thinking and feeling. Employers must understand that change can feel incredibly personal for employees. As a result, leaders should consider practical elements, like resources and motivation as they set out on new projects.

Digital transformations often require employees to learn quickly, adapt and deliver more. If not managed well, poorly run change projects could lead to resistance and dips in productivity. However, organisations that approach change with people at the centre will create and promote a healthy, productive environment.

Digital transformation projects often take place at a time where stress may already be heightened within the workplace. Examples include when teams are facing cost pressures, a restructuring is taking place, or a business is in a period of strong growth. Whatever the circumstances surrounding a new change project, there is likely to be an emotional impact on the team that leadership must take into account.

For example, when an acquisition takes place, whilst on paper, this is a good thing for the business, employees may feel nervous around financial security, shifting culture or their role within the business moving forward.

For managers, opening streams of two-way communication is vital to ensure employees feel supported throughout the change process. This might be through one-to-one sessions, group engagement meetings or anonymous digital feedback forms.

Change fatigue and burnout are quite common within the workplace. This is particularly true if leadership introduce new change initiatives without allowing employees time and capacity to fully understand and adapt to new ways of working.

For businesses or organisations going through a transformation, it’s likely that employees will have to take on additional tasks, or new learnings alongside fulfilling their usual role. Without careful planning, capacity issues could lead to employee disengagement and increased stress at work.

Managers need to recognise existing workloads within the team, showing respect for employee time and energy. This can be done through:

• capacity planning each month,
• highlighting where there are gaps in the team
• identifying capacity pinch points

This can also be used to help with phased training rollouts, allowing for learning and feedback based around individual employees, rather than a one-size fits all approach.

Employees spend a lot of time learning from leaders, more than they might think. Subsequently, this means leading by example is imperative. One of the most important ways to promote trust through leadership is to ensure consistency between words and actions. This includes avoiding last-minute meeting cancellations, ensuring regular check-ins and generally following through with things that have been agreed between management and the wider team.

Business leaders should also actively promote work-life balance. This includes encouraging employees to take care of their mental and physical health through wellness activities in and outside of the workplace. Group challenges such as walking, group physical activities or perhaps volunteering in the community as part of an overall CSR programme are all great ways to encourage wellness at work.

For a digital transformation to truly stick, it all comes down to people, not the technology in place. When measuring success beyond the initial launch phase, business leaders should look beyond implementation speed. They should instead focus on employee adoption levels, confidence, and sustained use of digital technology.

Take time to celebrate the progress of the team and keep feedback channels open to boost morale. By acknowledging the team’s effort, not just the project outcomes, employees will remain engaged, productive and happy.

When it comes to digital transformation, sustaining a people focus drives outcomes. Employees who feel considered are far more likely to engage, adopt new technologies and champion change throughout the business. The reality is that sustainable and lasting change comes from ambitious managers that lead through trust, openness and empathy.

Read more about how leaders can influence change at every level.