Some people need to experience something before they believe it is real. In this video, Bob McGannon explores factors to consider as you strive to demonstrate that your management team "demonstrates the intent of your changes.” Learn that change demonstration success factors include making it visible, ensuring consistency, making appropriate changes to governance models and ensuring technology systems are quickly modified.
- I'll believe it when I see it. How often have you heard that phrase? It reflects a hurdle to belief, the need to experience something before one believes it's real. Recently, I was consulting for a company where a staff member named Carl was asked to take a role as leader of a division working for a manager named Joanne. Joanne was known for making captain's calls or decisions without consulting her team. Carl was excited about the role, but confided in me that he wasn't sure how his new role would pan out until he saw that Joanne would allow him the autonomy to perform his role.
He needed to see Joanne walk the talk. To the greatest extend you can, work with your senior leaders to help them demonstrate the desired changes. Here are some factors to consider as you strive to demonstrate that your management team is walking the talk. First, make it visible. It's one thing for a manager to say he's adopting a change, but doing so in a public way carries a lot of impact. At the next all hands meeting, arrange for new ideas to be presented to the manager for consideration.
Help the manager ensure he accepts those ideas gracefully, and questions the clarity and refine the idea. Better yet, have the team see the manager put those ideas into practice. Second, ensure consistency. Whenever a new procedure is put in place within your organization, work to make sure it is executed the same way across your entire business. If the people in your organization see that new rules are being applied differently in other departments, the meaning and benefit of those rules will be lessened.
Support for your changes will also dwindle. Now, ensuring consistency doesn't mean you won't adapt and cascade improvements across your organization. It's quite possible that another department has found a refinement that should be the new norm. Identify that refinement. Make the adjustment public and apply the revision to achieve consistency across your entire business. Next, make appropriate changes to governance models and monitor them closely.
Organizational change often results in making decisions differently which can be a hard thing to get used to. Managers who are used to examining every detail before agreeing to something, and then are asked to let others perform that analysis before making a decision, might get nervous and continue to scrutinize the work. On the other side, managers who have a hands-off approach and are then asked to review five or six conditions before granting a request, may find the process tedious and not review items carefully.
To ensure consistency and effectiveness, governance models need to be built, taught and reinforced to ensure decisions align with the changes desired in your business. Last, ensure any technology systems are quickly modified to handle changes. You can proceed for a short time using IT work-arounds at the beginning of a change, however if systems changes do not get made in a reasonable amount of time, your staff is likely to get the impression those changes weren't so important after all.
This reduces the business benefits you actually achieve. So, do you want your stakeholders to believe in the changes you're implementing in your organization? Ensure your managers walk the talk, and your team will follow.
- 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