Implementing a change across your business is the change manager's "moment of truth." In this video, Bob McGannon gives you a few vital elements that should be part of your change implementation stage to ensure your moments of truth are positive. These elements include proper education, utilising user champions, focusing on the day 1 change activities separately from the day 100 change activities and focusing on the big picture.
I think one of the best books about working with people is, "Moments of Truth." by Jan Carlzon. The former president of Scandinavian Airlines or, SAS. And oldie, but goody, this book shares that every time an SAS employee works with a customer it's a moment of truth for the airline. I fully believe this applies to change managers. And it's the most true when you implement change across your business. Good support is absolutely vital or these moments of truth will not be happy ones.
To ensure your moments of truth are positive here are a few vital elements to include in your implementation stage. The first is proper education. Change initiatives often fail because of two short falls in education strategy. The first issue revolves around the timing of training. Often, it's delivered too far in advance and will be forgotten when the implementation day finally arrives. To avoid this, try your best to focus training efforts as close to the implementation day as possible.
Another education tip is to create training materials that last. And not just in the form of written documents or classroom manuals. While classroom education can be effective it can't be run continuously. Video recordings of classes or tools that record IT systems being demonstrated on screen can be an effective means of creating lasting, readily available education. Check out this link that highlights courses for creating this type of content.
My second implementation plan element is related to the first. Utilize user champions. People you've put extra time in to educating who can help others. There should be one for each department or about one for every 20 people in larger groups. This may seem very ambitious however, a significant change requires equally significant support and implementation. User champions across your organization will serve as the eyes and ears of your implementation team.
Helping out staff and ensuring your change progresses as smoothly as possible. My third tip is to focus on the Day one change activities separately from Day 100 change activities. Day 100 is what I call a second series of changes that could come once the initial changes are stabilized, embedded, and working. By the way, there's nothing magic about Day 100. It's just a term for that second wave of changes. I talk about Day one and Day 100 because when making significant change it's tempting to switch to new tools and processes all at once, so you could realize business benefits as soon as possible.
However, good change managers will judge the degree of change the organization can handle. And try not to solve all of the organizations inefficiencies at once. And my last tip. Focus on the big picture results. There are likely to be some bumps when you implement a change initiative. You need to react to those quickly and decisively. However, significant change initiatives create broad change. As long as you aren't getting a flood of calls from everywhere, you should take heart that your change is probably working.
So, don't focus only on the little bits of tragic, and keep a broad view of the magic your change is making across your business.
- Understanding the levels of change management
- Working through the five phases of change management
- Creating a change plan
- Communicating change
- Implementing change
- Managing risk
- Reinforcing change
- Evaluating the change
- Guiding individuals through change