It’s taken a while but larger organisations have finally come to realise they need to change to compete and survive in a marketplace filled with small, more nimble competitors.
However, it's become apparent to me that many change programs hit a wall when it comes to implementation. They have the best of intentions but lack some key competencies.
Here’s how it generally plays out.
During a change transformation, a manager continues running their department as per usual. They have typical departmental challenges and work loads, but the managers are often tasked with implementing the new change program in addition to their daily workload.
You can see where I’m going with this. While clamouring to get their job done and respond to the challenges of the change program, managers get overburdened and frustrated.
When it all starts to fall apart, they reach out in desperation for a quick fix and the trap is sprung. Why? Because there are no quick fixes when it comes to implementing a change program. However, they try anyway and set in motion a downward spiral that many fail to recover from.
Let’s take a closer look at what happens to the program during the death spiral.
Those beleaguered managers get frustrated because they’re being ask to do a job they are not qualified for. Managing change requires a skillset many managers just do not possess. So, investing in management and leadership competency is the simple countermeasure.
Most change programs fail when the complexity exceeds the competency of the managers. That's why they choose quick fixes instead. Ultimately, if and when the change initiative fails, the program gets blamed.
The Lloyd Parry Adaptive Business Approach.
As part of our change competency plan, we actively build change-skills development into our program and create changemakers that can deploy effectively. These changemakers become internal revolutionaries who see the organisation as it is and where it needs to be, thereby gaining the courage necessary to speak truth to power.
Providing a realistic picture of change issues is not finger-pointing. What we teach them is that they need to cut through the culture and find clarity about where the real issues are that are killing the organisation.
Creating changemakers includes education and hands-on training on how to manage change, how to manage the politics of change and how to manage the range of emotions that arise from them and others in the organisation.
In truth, these changemakers turn everyone in the organisation into agents of local change. Changing the business is an ongoing process.
Change is a state of mind not a project plan.
Once an organisation understands that and develops changemakers, change will come more easily.
If you would like to talk to me about changing your organisation by creating changemakers, please contact me.