Change arises in interactions  

Transformation is the daily menu for leaders and managers: change of decision, reorganization of the department, merger with another unit or company, or changes at home. 

Organizations look for managers with the abilities to lead the transformation, like persuading & inspiring others to follow. One of the central questions being how to prevent resistance to change. 

How to have others buy-in the project and commit? 

In fact, in all circumstances, Change gets accomplished in the ex-change, i.e. through communication with others. Even when lots of new information need to be shared, information isn’t the only factor in change success. There is a lot of confusion: informing isn’t communicating. Information alone is insufficient to generate influence and change. The other parameter is relation. Information is impersonal, communication is inter-personal. 

Communication in change, primarily behavioral, needs to produce effects. Most often, it will be of bigger leverage to induce appropriate reaction rather than send the message.  

In parallel, it is important to differentiate influence from manipulation. It’s not possible not to influence. The challenge in change projects lies in how to influence with integrity being aware of the desired effects and outcomes. 

The linear view on relation whereby the manager dictates to the subordinate is obsolete. It relates to the old binary idea where communication is made of a sender & a receiver. The systemic (holistic) approach looks at communication as a circular process. 

To become an actor of change, we believe Listening is the fundamental learning required to facilitate change. Listening to peers or subordinates, to how they think or feel in order to trigger the desire to cooperate. 

Active Listening happens at four different levels. Active listening is at the core of influence communication. 

 Pascal Ledouble
Consultant & Coach