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Classify the change:
The overall type of change affects the strategy for managing it. Is
it evolution or revolution? Does it affect a single function or all
functions? Is it product oriented, process oriented or people oriented,
or a combination of these? What are the implications on customers,
competitors and staff?
Who is affected:
In any change programme, there are more people affected than at
first envisaged. Finding them may be difficult, but people who feel left
out will give you grief later. Find them and involve them and you will
increase the commitment of everyone.
Whys and WIFMs:
Concentrate on clarifying why the change is needed and
"What’s In It For Me?" for anyone affected by it. This will
help pre-empt resistance to the change and help you develop clarity of
purpose.
Set Goals:
Both short term and longer term. The former reinforces the change as
it happens while the latter maintain focus upon the desired direction.
Train, train, train:
Invest time, money and other resources heavily to ensure that
everyone knows what to do, how to do it, how to measure effectiveness,
what to do when problems occur and how to exploit success.
Involve folk:
People are more committed to things they developed. People nurture
that which they feel they own. People are excited by their own
successes.
Walk the talk:
Change will make people question your motives, they need to know
that you are serious and genuine. Be visible. Constantly reinforce your
vision and values. Give sincere recognition to those who are
contributing.
What you do is more important than what you say:
If you are serious about a change programme, personally dedicate
lots of your time to it. Only then will your people notice.
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Create champions:
No-one is more persuasive than a convert. All causes need disciples.
Constantly look out for people who signal buy-in and conviction and
bring them into the inner circle of leadership. Seek their ideas,
criticisms and help. Make them your role models and heroes.
Coffee machine culture:
The most accurate manifestation of the culture (the attitudes,
values, visions, motivations, etc.) in an organisation are the stories
people share informally (around the coffee machine for instance). It is
in these stories that news of management insincerity or inadequacy is
spread. It is from these informal meeting places that you need to secure
feedback.
Make it Wow:
At every stage, drive out complacency. Use drama, shock, and fun to
reinforce the sense of “let’s get on with it.” Find committed
champions by encouraging people to rock the corporate boat. Use signals
that drive out fear of failure. Celebrate progress often in entertaining
and imaginative ways. Sustain momentum, drive and passion. (Our FREE
motivational posters may help. Click here to
learn more.)
Review and re-think:
If you are making a change then by definition you are doing
something new. We all make mistakes when we do new things. So, review
and re-think often: your approach, your plans, your training, your
recognition process, your support systems, and your infrastructure. Seek
out and act on improvement ideas from everyone.
Get help:
The international best seller THINK CHANGE And Make It Happen At
Work (ISBN 0-7160-2109-9) is an amazing “How to” guide that reveals the secrets
of change management from the perspective of a real manager in the real
world who did it for real. To learn more of this book, click here.
Recognise that the services of consultants may be helpful. But
recognise too that you need to choose the right consultants and use them
in the right way. Chapter 10 of THINK CHANGE discusses how to get
the best from them. To read this chapter, click here.
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