There are hundreds of sources of information about the subject of change management. All will set out very clearly from the beginning that change is inevitable. In fact, experience tells us that it is necessary to embrace and proactively manage change in order to survive, let alone stay ahead of the competition. No news there.
Here’s the surprising thing, managing change is definitely not rocket science, yet the statistics show that most (up to 70%) change initiatives fail (Blanchard, 2010). Why?
After years of managing change in different forms in both small organisations and large multinationals, we have come across a few fundamental truths which appear time and again and if you have time to read them, the themes run through the majority of the articles and books written on the subject by the likes of Lewin, Kotter and Senge. Failure to fully understand any of these can lead to disappointing results.
Fundamental truths
• Change management is essentially about bringing people with you (hearts and minds).
• Managing any kind of change successfully takes planning, as well as significant time and effort (this will often be underestimated).
• You must communicate well (and repeatedly) throughout.
• You need to get help (from the people around you).
In keeping with many aspects of your role as a leader, dealing effectively with change will require you to draw upon a variety of skills. For significant change to be managed and implemented successfully, you must be prepared to communicate and influence in a variety of ways, probably to a greater degree than you have ever done before.
First things first, what is change?
Change needn’t be something groundbreaking. Even the smallest change requires effort in its introduction and implementation. Here are some common examples that you might encounter;
• A completely new project or piece of business.
• A change in the management of performance.
• A new system or introduction of a different software package.
• A takeover or merger involving the transfer of employees with different rules and/or cultural norms.
• A reorganisation including introduction of new job roles and / or the removal of others.
‘There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things ‘
Niccolo Machiavelli (1532)
So, where to start
1. A clear vision – what does success look like?
Start off by identifying clearly where it is you need to be. For the more complex change project this cannot be done on the back of the proverbial ‘fag packet’. You may need to hold a number of sessions with key stakeholders about what outcomes are expected from the change. Will there be a change to processes? Will people be required to work / behave differently as a result? In order to bring people with you on this, you will need to articulate the vision for change clearly and in a way that inspires action.
2. Identify change agents
Depending on what is involved there will be a number of key people that must be involved for different reasons. They may be powerful ‘unofficial’ influencers, who may be of help if involved from day one (and hinder if not). They may be technical experts or be appropriately experienced and be needed to help design and test changes in process. Identify this group and assign clear responsibilities. This group should meet regularly and see the change through from beginning to end, acting as ‘change champions’.
3. Assess Stakeholders
Consider all those who hold a stake in the change, often these include senior decision makers, customers (internal and external), fellow colleagues, partners, and other departments within the organisation. Consider how the change will impact upon each and what communication and buy in will be required to achieve a successful outcome.
4. Consider the wider impact
The change is likely to impact other things. The McKinsey Seven S framework is a useful tool to use in considering how one change might impact another. The seven S’s include ‘hard elements’ which are Strategy, Structure and Systems and ‘soft elements’ including Shared Values, Skills, Style and Staff. It is important to avoid taking an insular approach to change and ensure that planning includes preparation for all elements which are likely to see an impact. For example, introduction of a new software package may require new ‘Skills’, it may change the current ‘System’ in place, it may ultimately affect the ‘Structure’ of the team as well as the way ‘Staff’ within departments currently interact with each other.
5. Devise a plan, including a communication strategy
Change projects involve so many activities, often being done by different people, at different times, it would be impossible to co-ordinate and manage effectively without a detailed plan. Include all activities which address the impact of change. A number of essential elements must be built in;
• A comprehensive communications plan must run parallel to all activities. The leader of the change must begin this by setting out the vision for change. There must be a common and persistent pattern of communication which reinforces this vision throughout. The plan must include how and when progress will be communicated (using a variety of media) and by whom. Allow room for two way communication to allow for upward feedback. Messages delivered in person can be simple, powerful and are usually the most effective.
• Complete a training needs analysis and ensure that the plan includes sufficient time and resource for training where appropriate
• Recognise the impact the change will have on individuals and address any fears or concerns head on. Plan in time to talk about it.
• Consider what might go wrong and build in some contingencies, e.g. a system failure may delay plans, what could be achieved in that time?
6. Build in regular progress reviews
As with all plans, it is important to build in the opportunity to review progress. What does success look like at each stage and how will you know you have achieved a successful outcome?
7. Celebrate achievements and reinforce the change
Make a point of recognising achievements through regular communication. Change is ‘anchored’ according to change guru John Kotter by observing leaders making the change an important part of the values and culture of the organisation. This is demonstrated in their day to day work and behaviour. Take every opportunity to recognise individual contributions to the change.
Overcoming resistance
People encounter and deal with change all the time in their everyday lives. We are accustomed to dealing with new relationships, new friends, new social activities, new rules at the bank, even new tills at the supermarket. We also know that organisational change is often resisted, perhaps through fear, a genuine scepticism about the benefits of change, an attachment to old ways of doing things or the people that did them.
We think Peter Senge was onto something when he said;
‘People don’t resist change, they resist being changed!’
We are able to deal with change in our own lives in our own way in our own time. Sometimes change in the workplace can feel thrust upon us. In order to facilitate a smoother passage and a quicker, more effective outcome, leaders are encouraged to;
1. Facilitate. Support helps employees deal with fear and anxiety during a transition period.
2. Educate and Communicate Up-front communication and education helps employees see the logic in the change effort.
3. Participate and Involve. When employees are involved in the change effort they are more likely to buy into change rather than resist it.
4. Negotiate and Agree. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to leave.
Kotter and Schlesinger (1979)
Kotter and Schlesinger also make reference to a further two stages that sometimes may be required. Where resisters to the change process are encountered, they advocate influencing or encouraging the leaders of the resisters to have a meaningful and active role in the change process.
Finally they suggest that where speed is of the essence, managers can push through change by implicitly or explicitly making clear what the consequences may be of not accepting or resisting change e.g. job losses.
There is no escaping the fact that a successful outcome in introducing change will require significant time and effort, but this is outweighed by the impact of failing. Apart from the associated costs and lost time, failed change initiatives often result in a loss of credibility and trust. Finding yourself at the helm of a change project will provide opportunities to develop your hard and soft management skills and stretch your ability to lead and inspire your team. Quite a challenge, if you are up for it.