Change Management...
Are You Seeing the Trees for the Forest?
Managing organizational change is a strategic initiative, and we look to systems, models and programs to make this challenge more effective for our desired outcome. In my 20 years of helping leaders make positive change, I am continuously reminded of the critical importance of the individual in this process--if the leader wants success. Many years ago Buckminster Fuller wrote about the power of the individual. That power can run in many directions. If you want to see large scale change happen successfully, you cannot ignore the needs or the power of the individual to make that happen.
The first step as a manager is to deal with you. What are your thoughts and feelings about the changes? Did you originate the change ideas, did you have input? What do you personally and professionally stand to gain from the changes? What do you stand to lose? How much patience do you have for the process? What will happen if you resist or do not comply? What will happen if those you work with or supervise do not participate or buy in? Do I share the vision for the change?
Once you explore your own thoughts, understanding and feelings around the changes, there is one more key perspective to consider. How committed are you to supporting your team through the changes?
It is essential to embrace the role of change supporter for others, if you want a successful transition. As a leader to others, your management of the transition with them will be more effectively if you genuinely want to support people through the change. Feigning encouragement or support going through the motions or just using the tools in a perfunctory way, will not be effective, and your underlying true thoughts and emotions will be apparent to your team. If you are excited about the changes or feel fearful and need to get the changes moving, engaging to support others may be more challenging. Still, it's like the old adage with a twist, “pay me now, or pay me more later.”
The first step as a manager is to deal with you. What are your thoughts and feelings about the changes? Did you originate the change ideas, did you have input? What do you personally and professionally stand to gain from the changes? What do you stand to lose? How much patience do you have for the process? What will happen if you resist or do not comply? What will happen if those you work with or supervise do not participate or buy in? Do I share the vision for the change?
Once you explore your own thoughts, understanding and feelings around the changes, there is one more key perspective to consider. How committed are you to supporting your team through the changes?
It is essential to embrace the role of change supporter for others, if you want a successful transition. As a leader to others, your management of the transition with them will be more effectively if you genuinely want to support people through the change. Feigning encouragement or support going through the motions or just using the tools in a perfunctory way, will not be effective, and your underlying true thoughts and emotions will be apparent to your team. If you are excited about the changes or feel fearful and need to get the changes moving, engaging to support others may be more challenging. Still, it's like the old adage with a twist, “pay me now, or pay me more later.”
Once committed, you can move the change process along by recognizing that personal concerns jump in first and most prominently for staff as they encounter organizational change. Here are some questions to dialogue with your staff about, if you are willing to make it safe for people to respond honestly. If your circumstances preclude you from making it safe, try tossing out the questions for the team members to consider on their own.
Regardless of how globally we might think and plan, one person, who is influential, can start a ground swell of support or resistance. Tending the individual will multiply your power to make positive change.
- What does this change mean for you personally and professionally?
- What is the first concern or fear that jumps out for you?
- What might you gain from the change?
- What are the losses you anticipate ( relationship connections, status, convenience, etc.)?
- What do you think you will need most from me during the transition, if I could realistically provide it?
- What is one idea you have for making this change most effective?
Regardless of how globally we might think and plan, one person, who is influential, can start a ground swell of support or resistance. Tending the individual will multiply your power to make positive change.
