Transformation programmes can be challenging and disruptive, especially when staff are expected to get on with their business as usual efficiently throughout. Hunkering down to try to focus on what they need to get done, with a dull ache of change fatigue, they’re not at their most receptive.
To break out of this defensive position people must feel that they are actively involved in a programme, not merely on the receiving end of the latest salvo from the leadership. A chance to be listened to, to contribute, to influence. That the issues they have experienced personally can be recognised more widely, and addressed. In that way they can become active participants, playing a part in driving a change rather than just being observing passengers.
Without this meaningful involvement a transformation programme risks being hobbled from the start - regarded by employees as the latest attack on the order they’d carefully established, and something to be resisted or quietly subverted.
It should be an opportunity to embrace, as the route to changes that could make a positive difference for them and their organisation. One way or the other they will find a role to play: it all depends on whether the transformation is done with them, or to them.