Saying that you don’t like change is similar to saying you don’t like the weather–you need to be a bit more specific. There is good and bad change, just like there is good and bad weather. And like the weather, change is inevitable. It is most often caused by poor performance or a better idea; and occasionally to distinguish the incoming regime from the outgoing.
The challenge for the leader is to make change truly inspiring–every change strategy needs a foundation of rigorous principles which provide a constant reference point throughout the change initiative. The following principles have been developed by Jeff Bell and colleague Ray Bayliss:
Establish the reason for change,
that is, the “compelling event” and then the vision for the future. The Chief Executive (CE) crafts and presents an inspirational message for all internal and external stakeholders
The Chief Executive owns Change.
It is a leadership prioritiy and as such is subject to modelling, explanation, promotion and advocacy by the CE. The CE is ultimately responsible for the outcomes of change.
Change implementation is driven by a coalition
of the Chief Executive, and the whole management team. Specific responsibilities need to be allocated for Change Results / Outcomes and this should be embedded in the Change Organisation with, for example, the designation of a Results Manager with overall responsibility for the programme. Essentially, the focus needs to embrace Results in addition to the more traditional ‘on time, on budget’ measures.
Devise and implement a clear change strategy,
that recognises both the emotional and logical dimensions and show disciplined behaviour and accountability in the face of any attempt to subvert or resist the change intiative.
The Coalition devises a communications strategy
that, as far as possible, makes the future changes understandable, identifies how each person will be affected and helps people to set reasonable expectations and move through the change successfully.
Management become totally aligned
with the leader’s vision and intent for the change program and are empowered to implement it faithfully through agreed processes.
There is no blame in a change program,
rather a concentration on identifying the most suitable strategy and where processes may be improved or re-engineered to provide the best possible outcomes for the organisation.
People receive the right tools
People receive the right tools to equip them for change, as well as training in process design, documentation, improvement and knowledge capture. Quick wins are identified and milestones and successes are recognised and celebrated at every stage.
Structure dictates behaviour.
Behaviour adapts to changes in the organisational environment and this needs to be actively driven by the change program. These environmental changes require careful planning and management and can have a profound impact on the success and sustainability of the change.
Change is circular, not linear.
Change requires continuous, ongoing effort, it provides the basis for new learning and it never ends. Have a strategy for the overhaul of all operating processes within a 5 year cycle, assign each phase of the operating processes to a key executive.
©ResultsWise 2019
Arrange a meeting to discuss a strategy for Organisational Change—go to the Contact Us page or phone Jeff on 0439988662.