The Rules for Doing Change WellSep 06, 2023
It has been frequently demonstrated that a transformation, program, project, or process improvement activity will stand a far greater chance of success if people know what is going on.
Specifically, that people involved in, or impacted by the change, should know the following regarding the change project:
- How it will affect them.
- Why the change is happening.
- If and when they will be trained.
- That their “voice” will be heard.
- That there is a support mechanism in place when needed.
- Who to go to or where to go to get the answers they need.
Therefore, the most important part of managing change is that the people impacted by a change initiative understand the following:
- The change vision.
- The benefits that change will deliver to the organization.
- The benefits that change will deliver to people, specific roles, and functions within the organization.
- Where they can contribute through participation.
- Where they can provide feedback.
- How people’s issues will be heard and managed.
If there is a genuine basis for people to feel insecure, then that needs to be well managed in the planning stages.
There are a number of methodologies/approaches for managing change; however, the basics are effectively the same for all.
Successful change programs always incorporate these core elements in one form or another:
- Ensure that the change initiative is supported by the board of the organization.
- Ensure that the change initiative has a sponsor that carries significant and sufficient authority and power for the purposes of the project.
- Ensure that the change initiative has a robust and accountable project governance function.
- Have a clear and unambiguous vision for the change initiative.
- Have an effective and powerful strategy to communicate the vision.
- Understand well the impacts of the change initiative on all parts of the organization.
- Understand very clearly the various needs of all relevant stakeholders.
- Have a robust change initiative plan that has been contributed to by all key stakeholders.
- Have a keen understanding of all relevant risk issues and have in place strong mitigation and contingency strategies and plans.
- Have an organization-wide engagement model, e.g., that may include change agents and/or champions.
- Have an effective and powerful communications plan.
- Have a strategy to maintain change initiative energy and momentum—even when nothing appears to be happening.
- Review past projects.
- For each project, identify within them each of the twelve core elements.
- For those projects missing any of the twelve core elements, determine the impact of that omission on the project’s performance.
- Contemplate the implications of this assessment.
If you have or suspect negative responses to these issues, then your leadership or the leadership of others may be compromised.
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We’re proud to advise that the authors of this piece are Advisory & Mentoring directors.