Navigating change in laboratory environments can be challenging, but a structured change management process can make all the difference. In this Q&A, Scott Hanton, editorial director at Lab Manager, shares expert insights into overcoming common lab challenges, recognizing early warning signs for change, and ensuring smooth transitions. From building team commitment to measuring the success of initiatives, Hanton provides actionable strategies to help lab managers embrace and sustain the change management process effectively.
If you’re looking for more practical advice for you lab’s change management process, Hanton will discuss the topic in more detail in this free webinar, “Confronting & Embracing Change.”
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Steps for a successful change management process
Change is inevitable in labs, but it’s not always easy. What are some of the most common challenges labs face when navigating change?
Change is full of challenges for most labs. Most people value the comfort and knowledge they have about the status quo. The discomfort associated with change is often the biggest challenge.
Other key challenges involve making the change management process harder. These could be things like compressing the time available, not having the people or tools needed to help make the change, or having the change forced on the lab by line management or external stakeholders. For changes driven outside the lab, the feeling of not having control of the process adds an extra burden.
How can laboratory managers identify early warning signs that change is needed within their lab operations or team dynamics?
Early warning signs are often available to those who are willing to listen and examine the data. Lab managers who take the time and make the effort to talk with lab staff on a regular basis, and really listen to what they have to say will collect clues and indicators about what staff are concerned about and what improvement ideas they have. Being a good listener will often uncover areas that need some change.
The other way lab managers can detect early warnings about change is to actively analyze the data that is available. Develop key performance indicators (KPIs) and monitor the lab’s performance against those metrics. Trends showing that the lab is struggling to perform against the KPIs illustrate areas where some changes may be needed. It is much better for the lab to be proactive in making these changes to address delivery and execution rather than waiting for others to identify these issues and force change on the lab.
Once a lab is ready to embrace change, what steps can managers take to ensure the transition is smooth and effective?
Lab managers can shepherd change through the lab by developing a change management process that works for them and ensure that the different aspects of change management are all addressed. I learned this change management process during my time at Air Products and it has worked well for me in many different situations:
- Define the opportunity
- Share the vision of the future
- Build support and commitment
- Implement, monitor, and course correct
- Sustain the change
Another aspect of the change management process that is often overlooked is the importance of convincing the people that are on the fence about the benefits of the change. Too many managers focus their attention on those who are openly against the change. The better path is to focus on the neutrals, convince them of the benefits of the change, and let them convince those who resist the change.
What role does communication play in helping teams embrace change, and what are some communication strategies lab managers should adopt?
Communication about change is vital. First, we need to listen and include the concerns, ideas, and opinions of staff as we develop the details of the change. Then we need to build a communication plan that will clearly articulate the vision of the future that includes the benefits of making the change. It is the lab manager’s responsibility to develop the story that clearly explains why the change is needed, how it is beneficial, and what is required to successfully implement the change.
It is also important to monitor the change after implementation. This is another opportunity to listen to staff. No plan is perfect. As the change is underway, listen carefully to people’s thoughts about it. If the change does not meet the needs or deliver the expected benefits, then it is time to course correct.
From your own experience, what was the most challenging change you’ve had to navigate in a lab environment, and what did you learn from it?
The most challenging change in my lab management career was the transition from an internal analytical lab supporting a single company to being a for-profit contract lab. The whole business model of the lab was changed over the course of a weekend. We had to learn how to sell our services, set prices, write quotes, and deliver for multiple external customers
The key learning for me was that when we align the team and have the commitment from each member of staff to make this huge change a success, we could do amazing things. Our management team made a significant effort helping each person understand their role in the change and how their efforts contributed to the whole of the change. Through the incremental efforts of everyone on staff we successfully navigated this huge change and developed a successful contract lab business.
How can laboratory managers measure the success of a change management process?
It is very important that the benefits of the change be clearly documented and measurable. As the change is implemented and sustained, the performance of the lab in the areas of the change can be clearly compared to the documented benefits. Then, lab managers can perform relatively simple gap analyses comparing the performance against the expected benefits. The hard part is to write relatively simple, measurable benefits during the planning for the change. However, that effort pays off when the success of a change can be clearly measured and communicated.
This also helps lab managers monitor the change and execute course corrections, as needed. It is much better to understand the challenges to the change during the implementation phase, so that changes can be done to deliver the expected benefits. It is a difficult situation when changes are not appropriately monitored and the lab puts in all of the effort to execute a change, and it fails.
