I hate change, change is uncomfortable, change creates more problems than we are currently dealing with, changes never sticks. These are but a few of the comments I have heard over the years working with my business leader clients (personal development clients as well but that is for another blog post).
Interestingly my entire function as an Executive Coach is about listening to a client, assisting in achievements for the client, and pushing for change in behaviors, that lead to success in reaching the goals and objectives for the individual or team. This process is all about embracing change for growth.
To get numerous people to agree on and implement changes in an organization is not always easy. Below are some things to consider when planning the planning process.
- Below are some other great points by the master of change John P. Kotter.It is important to focus all needed changes on the desired outcomes. If it does not apply to the outcomes scrap the discussion and move on.
- Allow everyone to be be a part of the process and provide input to the planning. Create timelines and check points to ensure progress.
- Consider hiring a professional to facilitate this entire process. An outside trained professional can allow your leaders to be a contributing part of the process instead of driving it for others. Here is the contact information if you want to talk to me more about this point: Planning/Facilitation Services for Change Management
John P Kotter’s eight steps to successful change’
American John P Kotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Kotter’s highly regarded books ‘Leading Change’ (1995) and the follow-up ‘The Heart Of Change’ (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people’s response and approach to change, in which people see,feel and then change.
Kotter’s eight step change model can be summarized as:
- Increase urgency – inspire people to move, make objectives real and relevant.
- Build the guiding team – get the right people in place with the right emotional commitment, and the right mix of skills and levels.
- Get the vision right – get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
- Communicate for buy-in – Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people’s needs. De-clutter communications – make technology work for you rather than against.
- Empower action – Remove obstacles, enable constructive feedback and lots of support from leaders – reward and recognise progress and achievements.
- Create short-term wins – Set aims that are easy to achieve – in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
- Don’t let up – Foster and encourage determination and persistence – ongoing change – encourage ongoing progress reporting – highlight achieved and future milestones.
- Make change stick – Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
In the words of one of my very first business mentor: Change is, change does, change has and change always will be, may as well embrace it!