Leading and managing change effectively
A-Z Leading and managing change effectively has tremendous value, but several potential challenges……
A void complacency
Create an environment where people can see that the current environment is not good enough. Help people to come out of their comfort zones. Where a rapid change is required then create urgency and momentum.
B e clear on what kind of change is required
Is it a major shake up or a process change that may be a moderate improvement? Is it slow or a rapid roll out? Each involves some different implications and deciding which is best for the individual, company and business is crucial.
Walk the talk; ensure communication is two way e.g. try establishing feedback sessions, open dialogue and buy into how the change will be implemented.
D eal with potential domino effect
Identify the opportunities to create a positive change process and the negative challenges that could be destructive.
E motional engagement
Make the change programme business and people specific i.e. this will help you! – Sell the benefits.
On ending old behaviours and systems as well as starting new ones.
G oals should be set – but not too far into the future
Employee enthusiasm can hardly be expected to last within a long term change plan without recognition to short term wins.
H ear the messages and get feedback
Really important to recognise that over the course of a change programme or transition there will be plenty of information, feelings and opinions that can help the change programme succeed – get the listening skills well tuned.
I ll prepared employees
Probably the biggest cause of change failure. It is vital to tackle training and development PRIOR to initiating a change strategy so as to give staff the confidence.
J uggling the balls in hell
This is exactly where you do not want to be – badly planned, badly thought out and badly managed – too many change offerings are like this and end up in chaos.
K ey influencers
These are the people who will help to generate almost immediate positivity to the change process.
L ack of planning and preparation
Look at what will get lost in the change – work closely to understand what matters to team members and why.
M isunderstandings of what and why the change process is taking place
Change is simply a journey, not a destination or single event.
N o clear vision of change programme
Important to identify where you are going, Begin with the end in mind, and understand how you can expect to get there.
O pportunity knocks
Successful change implementation starts with the understanding and buy in to the necessity to continually adapt – an organisation whose people are prepared for uncertainty is better placed to optimise the opportunities that changes creates.
P lan, Plan, Plan
Important to schedule and not skip the steps that must occur throughout the change process. Clearly set out defined objectives, responsibilities and details – stay focused.
Q uick fix option
Change means a lot more than a poster, t-shirt or mug, half a day’s workshop or management message as to the future development of the business. In essence a quick fix does not mean sustainability.
Team members will help to deliver what they helped to develop – buy in is crucial. Vital to make sure that we have early change adopters on board to outshine the change terrorists!
S et some short term goals
These will help to evidence that the change process is going well and provide positives to bring people on board.
T ranslate the needs of the business into the needs of the individuals and teams i.e. what’s in it for me?
So many times change programmes are brilliantly put into professional looking reports and management words but in essence mean nothing to the individual who will day by day be tasked with making it really happen. It is crucial to assess what the change means to the individual.
Many change programmes use the right words, but deep down underestimate the enormity of the task. A successful change programme requires great co-operation, initiative and willingness. Establish this urgency for change and its positive impacts as early as possible.
V ision and strategy
This should be developed as a fundamental part of the change process. If people cannot see where they are trying to get to how can they get there?
W e are in this together
Recognise that change is an emotional thing. Don’t expect to convince people just through rational argument and a business case. A demand to be ‘more customer focused’ might be simply meaningless and confusing.
X amine the case for change
Because simply, other people will if you do not. Individuals want to know why, how, what when…
Y ou are the role model
Insist in yourself to be a visible reflection of behavioural change so that others can see you as a consistent driver of change.
Are you zapped up to drive the change forward despite the challenges ahead?