Change is Good Donkey!
So change isn’t easy – who said it was?
Too often we see people who say they are committed to change but at the first instant that arises which demonstrates their level of commitment it is clear they have been “faking the change”. All along they have been paying lip service without any real commitment to supporting the actions required to implement the change.
No question about it, change is never easy. But how we manage the change process will determine our fate. The interesting point is that the change process doesn’t have to come at such a high price or with the degree of angst that we may perceive it will.
Despite the best efforts of the organization, generally there tends to be an undercurrent not to support the change process and actually works to derail the change initiative.
So how exactly can change work in an environment where your people are unwilling to commit or provide the support needed to make the change initiative a success?
The unfortunate reality is that as people work overtly or covertly against the change initiative it’s costing your organization in several ways: through declining productivity, through reduced performance and in the world of the public service, through higher costs.
Organizational change is one of the inevitable realities as pressures mount on the need to; reduce costs, find greater efficiencies, and reduce wait times for services, etc… Elected officials after-all get elected on the promises of; less more efficient government, lower taxes, improved services and greater transparency. These promises will certainly drive new initiatives, new technology, new processes and procedures, and likely result in some leadership changes – and each and every one of these is going to require some behavioural changes.
And with so many newly elected councils across the Province, chances are it won’t be business as usual!
So how do we become the change we require?
First let’s start with acknowledging that the change is necessary before we set about making the fixes. Essentially we need to make certain that the case for change resonates with those you are expecting to make the change – in short “what’s in it for me/them?”
How will the changes impact people? Are we prepared to really provide the support (processes, financial, structures and the cultural components) needed to help the employees through the change and effectively communicate it?
Communication is not just a one-time event. It requires ongoing effort and demonstrated buy-in by those delivering the message. From the top of the food chain to the very bottom – people need to understand the change impact and what is expected of them as we travel along the journey together.
Communicating is not just about the words or the theatrics –it must be sincere. Walking-the-talk is vital if you hope that the message is being properly reinforced. People know when they are getting lip service – and be certain the message and how it is received will have an impact on commitment. Walk-the-talk! Ensure that there is genuine supportive leadership behind the change effort.
Remember that far too often what seems to be a simple change in one area often has an impact on other areas of the organization. When you simply try to maintain and tweak old processes that were designed to support the “old way” of doing things – don’t count on getting the results you hoped for.
Real change will require the creation of new processes. Make certain that you complete a detailed inventory of your processes ensuring an analysis of how they interact with one another.
Knowing your Achilles heel is vitally important to demonstrating the case for change and how you build support for the change.
Not “if” but “when” you encounter the ever so popular challenge: “But that’s how we’ve always done it”,know that you have some obvious cultural changes to deal with. Look for ways to overcome the defence of the status quo – things have always been done like that. Communicating why the change is necessary and how it will improve the way things are done will be a small but positive step forward along the journey.
Don’t be surprised if you have to come back to it over and over and over again before it is embraced.
Remember those in leadership roles must be willing to change their behaviours, or to help others to change their behaviours, otherwise you can’t expect the change effort to be successful.
You need to invest the time and energy to be the face of change and a new way of doing things.
As a leader it is your job to lead.
Here are 5 key stages of the Prosci ADKAR Model for change you may want to consider:
- Awareness of the need for change
- Desire to make the change happen
- Knowledge about how to change
- Ability to implement new skills and behaviours
- Reinforcement to retain the change once it has been made