Communicate, communicate, communicate. Those are Ruth Spellman’s golden rules for implementing change. There are others but good communication is key, says the chief executive of the Chartered Management Institute because it helps to create an “upward draught” by getting others on board.

Find the movers and shakers, she says. “Every business has its drivers and you need a band of people who are going to help you and go with you. They will bring around some of those who are risk averse.” If 20 per cent of staff are really engaged with the proposed change, they will carry the majority with them.

Be prepared for a grilling too. “Really understand the change yourself so that you can make an informed decision about it,” Spellman says. “Check things out with your news gatherers – customers, shareholders, the man on the front desk who greets new clients. And ask what the numbers are saying.”

Then look at the workforce and its capabilities. “Really focus and ask: ‘What is our continuing need? What do we need to lead us into the future?’ ” Dame Jo Williams, the chief executive of Mencap, the learning disability charity, agrees on the importance of keeping staff informed. “I think at all times you need a really good communications strategy. The important thing for a leader is to reiterate the vision and keep it fresh.”

Geared up for gloom and doom

Managers are feeling insecure but optimistic that they can steer a path though the current malaise

BACKGROUND

• Don’t panic and stay close to your clients

• Some sources of help and inspiration

• Be master of your own fate

• Communication is key

BACKGROUND

• Look to the constants in a bumpy future

• Managing is easy when times are good

• Are you ready for the future?

• When it comes to the crunch

She highlights, too, the importance of keeping staff motivated and of noting their efforts and successes. “At difficult times, people go the extra mile so you constantly have to recognise that.”

Dame Jo distinguishes between planned change, when managers can work to their own timescale, and imposed change, which means they probably have less time. Even when “backs are to the wall”, true engagement with the people in the organisation is needed. “If you are going to be successful it will be by keeping those people with you,” she says.

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