Practical Advice for Managing Organizational Change within Your Laundry Business – And Helping Your Employees Embrace the Transition
I’ve met quite a few laundry owners throughout the years, and they all seem to be on the same quest for more success in their businesses.
These entrepreneurs are striving to reach the next level by retooling with new equipment, adding state-of-the-art payment systems and apps, installing value-added products and services like ozone-powered cleaning options, or adding convenient pickup-and-delivery and/or wash-dry-fold services.
But change is hard.
Although these strategies provide excitement and the possibility of new growth for the business owner, the organizational changes that accompany these disruptions can cause anxiety, stress, fear, and depression among the employees on staff.
The smooth transition through these advancements requires effective “organizational change management,” or OCM. This will ensure that your team members embrace your laundry’s fresh spin, rather than getting caught in a vicious cycle of resistance. With some understanding of the psychology of change, the application of a structured framework, and the fostering of a positive culture, laundromat operators can significantly improve work performance and more effectively retain staff members by minimizing the negative effects of change.
This article will explore why some employees tend to resist change. Some of the objectives will include navigating the emotional journey employees take during organizational transformation and equipping laundromat owners with a practical framework to use to make those new money-making initiatives a success with the entire staff.
Like a newly washed load of clothes, store owners want their staff members fresh and ready to perform at their best. Transitioning smoothly requires implementing effective change leadership, ensuring your employees embrace growth and the new way of doing things, instead of getting caught in a downward spiral of resistance and stagnation.
Why Change Makes People Spin Out
People tend to resist change, even when it’s positive. Let’s explore the culprits behind this type of employee resistance:
- Fear of how this will affect them personally. New processes, new equipment, and new roles bring uncertainty, triggering concerns about job security, competence, and workload.
- Fear of how this will affect them socially. Change also can bring on anxiety and nervousness about how one will now fit within the workplace among peers and stakeholders.
- Comfort with the familiar. Embracing new ways of working disrupts routines and habits, requiring effort and energy to make mental adjustments.
- Lack of understanding. If unclear on the “why” behind the change, employees might not feel fully invested in the change, or at least may be skeptical as to the intentions of this change.
- Communication misfires: Inadequate or one-sided communication will breed misinformation and suspicion, thus greatly hindering employee buy-in.
Laundry owners must understand these hurdles to implement change effectively. For deeper insight, author, speaker, and organizational development consultant William Bridges developed a transition model to illustrate the emotional journey of teams in OCM situations:
- Ending, losing, letting go. People emotionally dread the ending of old ways and potential losses, including familiarity and comfort. They may disengage or otherwise express their feelings with valid concerns.
- Neutral zone. Workers now may feel regret and long for the old ways. As conditions now move from the old ways to the new ways, confusion and questions may arise, but this paves the way to new beginnings.
- New beginning, making gains. Attitude change and acceptance takes hold as people perceive benefits – such as improved efficiency, new skills, and better service – and celebrate successes.
Secrets to Effective Change
Store owners also can experience some feelings of loss or may begin to lose heart when faced with the resistance of others. When this occurs, remember three important things to keep your operation on track. These include:
- Exercising patience. While emotions run deep, maintaining your game face and exercising emotional stability can model the way for employees, and can maintain a sense of control and empathy.
- Accepting that employees will resist. Not everyone will like the change. The sooner one accepts this, the sooner one can let go of preconceived ideals. Expect the unexpected, and remain flexible and understanding.
- Including workers in creating change. Author and business guru Dale Carnegie wrote, “People support a world they help create.” To that end, including workers in shared decision-making, goal-setting, and change implementation projects will reduce resistance and give rise to what are commonly referred to as “organizational citizenship behaviors,” or OCBs.
Apply an Evidence-Based Change Model for Success
In the mid-1990s, Dr. John Kotter – a best-selling author and award-winning entrepreneur – introduced an eight-step change model in his book, “Leading Change.” Those eight steps are:
1. Create a sense of urgency.
2. Build a guiding coalition.
3. Form a strategic vision.
4. Enlist a volunteer army.
5. Enable action by removing barriers.
6. Generate short-term wins.
7. Sustain acceleration.
8. Institute change.
This model persists today as an accepted framework for effective change. Personally, I have used Kotter’s model for change leadership for nearly two decades.
However, last year, while taking a certification course in organizational development and change leadership, my mentor and OD consultant Alan Landers challenged my cohort and me to develop our own change model. This model essentially adds data collection and needs assessment to the mix, before creating urgency as validation for change. It also emphasizes a learning culture.
With that, I introduce the WorkBalance Change Model:
- Understand needs. Conduct a needs assessment involving executive stakeholders and employees to identify areas for improvement. Use data and feedback to build a compelling case for change.
- Communicate findings and urgency. Share the need for change with transparency, showcasing data and emphasizing the benefits for both employees and the business.
- Create a vision. Develop a SMART (Specific, Measurable, Achievable, Relevant, Time-bound) vision that paints a picture of the improved future state. Involve employees in shaping this vision, and be as descriptive and visual as you can across appropriate communication channels.
- Form a planning and implementation team. Assemble a diverse team representing different roles and perspectives. Encourage open communication and shared ownership.
- Develop a change plan. Create a detailed plan outlining the steps, timelines, resources, and responsibilities for implementing the changes. Ensure clear communication of the plan to all employees.
- Train and execute. Provide comprehensive training on new equipment, processes, and technologies. Offer ongoing support and coaching to address concerns and build confidence.
- Evaluate performance. Regularly monitor progress toward goals and milestones. Gather feedback from employees and adapt the plan as needed. Share progress updates and celebrate successes to maintain momentum.
- Reinforce/modify new changes. Address resistance head-on. Communicate openly, answer questions, and acknowledge challenges. Adapt the plan and offer additional support where needed.
- Institutionalize. Embed the new practices into the company culture through ongoing reinforcement, recognition, and performance reviews. Encourage experimentation and continuous improvement. Make the change part of the organization’s culture and normative behaviors.
This change model blends elements of several models into an actionable, step-by-step framework to make your transition smoother and with less resistance. Whichever model you choose to use, leveraging a system can give you the ingredients for success.
Cultivate a Thriving Laundry Team
Although the model provides a roadmap, remember that people, not processes, drive successful change. Some additional tips to foster a positive and productive environment include:
Open communication: Create a culture of open communication where employees feel safe to express concerns and offer ideas. Hold regular team meetings and feedback sessions.
Employee involvement: Engage employees in the planning and implementation process. Allow them to set their own goals related to strategic objectives. This increases ownership and buy-in.
Training and support: Provide comprehensive training on new equipment, processes, and technologies. Offer ongoing support and coaching to build confidence and address challenges. People with a high degree of self-efficacy tend to exhibit less resistance and more resilience to change.
Recognition and rewards: Recognize and reward employees who embrace the change and demonstrate leadership. Celebrating successes reinforces desired behaviors.
Continuous improvement: Encourage a culture of continuous improvement. Create opportunities for employees to suggest ideas and experiment with new ways of working.
By understanding the psychology of change, applying a structured framework, and cultivating a positive culture, you can ensure your laundromat’s transition is smooth and efficient, and leaves your employees feeling empowered and engaged. Remember, just like a freshly spun load of laundry, your team is ready to shine – it just requires the right care and attention.
References
Bridges, W. (1988). Bridges Transition Model. https://wmbridges.com/about/what-is-transition/
Kotter, J. P. (1996). Leading change. Boston, Mass: Harvard Business School Press.
Landers, A. (2023). The Modern Practitioner’s Field Guide to OD and Change Leadership. Landers Consulting Group.
Latham, G. P. (2012). Work Motivation : History, Theory, Research, and Practice: Vol. Second edition. SAGE Publications, Inc.
Robbins, S. P., & Judge, T. A. (2018). Organizational behavior (18th Edition). Pearson Education (US). https://mbsdirect.vitalsource.com/books/9780134729749
Turgut, S. & Neuhaus, A. E. (2020). The Relationship Between Dispositional Resistance to Change and Individual Career Management: A Matter of Occupational Self-Efficacy and Organizational Identification? Journal of Change Management, 20(2, pp. 171-188). https://doi.org/10.1080/14697017.2020.1720774
