9 Ways to Make Change Management Succeed

In the current turbulent economic environment, organizations that do not change are likely to be left behind. So from a seasonal perspective, what lessons can be learned from how to embed change effectively in 2012?

C is for COMPETENCIES

Employers today operate in uncharted waters and the status quo is gone, possibly forever. High-performing organizations that want to succeed need to constantly be seeking ways to tweak, to enhance, and in some cases revolutionize the way they operate.  Leaders must learn how to lead change and individuals must become change agents. In short change is THE core competency for any organization that wants to thrive in the chaotic world we now inhabit.

H is for HUMAN DYNAMICS

Embrace the human dynamics by recognizing people change from the inside out (when they choose to change) not by outside-in force. They must accept change, respond, then commit to take action. Outside-in practices such as top-down communications or imposing new practices cause resistance and anxiety.

R is for REACTION

The ideal scenario is to generate a string of interactions, each creating a by-product that starts another reaction. When the number of reactions grows exponentially, you get a cascade: one reaction leads to another. Interactions that generate other interactions can produce a dramatic effect. As one person talks to others, and they talk to more, the number of conversations grows exponentially, creating powerful increases in the speed and spread of change. 

I is for INDICATORS

Only when the culture has been evaluated in detail can change be effective, and our approach (as HR Professionals) is to assess the following indicators:

  • Decision-making
  • Design
  • Innovation
  • Interventions
  • Knowledge
  • Leadership and management effectiveness
  • Mission
  • Organization behaviours
  • Performance
  • Receptiveness to change

S is for SPONSORSHIP

Sponsorship must come from the CEO. Without it, the effort will fail. CEO sponsorship will ensure open communications, trust and objectivity.

T is for TALENT

In Canada’s multicultural and multi-generational workforce, many people possess different, but hidden talents. Uncover the hidden talents of your people and use them to your team’s advantage. Employees who are seen as unique contributors become more engaged and passionate about their work—they become enthusiastic and ooze creativity.

M is for MEASURES

A before and after review is needed with precise metrics, in order to gauge the impact. We normally conduct a survey or series of interviews on the basis of:

  • Innovation
  • Influence
  • Readiness to change
  • Speed

A is for ACCOUNTABILITY

Follow up the decisions you reach with action whilst creating a picture of what personal accountability looks like. Delegate specific assignments to specific people, set a date for a follow-up meeting in which everyone reports progress and don’t tolerate lame excuses. 

S is for STEPS OF CHANGE

In summary, we propose the following:

  • Instill a sense of urgency
  • Form a powerful coalition
  • Create then communicate the vision
  • Empower others
  • Plan for some short-term wins
  • Consolidate improvements and sustain the momentum
  • Institutionalize the new approaches

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