Change is Inevitable. Change is Constant.
In the words of Benjamin Disraeli, “Change is inevitable. Change is constant.”
Whether it’s new political leaders with new (and sometimes varying) agendas. Volatile and ever-changing global relationships directing our economy’s course. Or the need to be more agile than ever in an increasingly knowledge rich, digitally savvy world, there are many challenges ahead, some anticipated and some not, but today’s business leaders will need to navigate them, come what may.
So how do leaders make sure they bring their people on the journey with them?
Communication, communication, communication
Listen, and then listen some more. Feedback from all levels is key, not only because leaders need to know how the change is going but also because they need to know how the change is feeling. Establishing feedback groups and loops across the company can help people feel involved and engaged. If they feel part of the change and have input into it (both strategically and in execution), they are more likely to invest in the change and work to make it happen. No path to change is ever straightforward and new challenges and questions will come up along the way, today’s business leaders need to make sure those opportunities aren’t missed. However, it isn’t just about listening, it is also about acting, adjusting and then listening again.
Be clear on the ‘big why’
This seems obvious and is something organisations will have at the core of their business strategy. The senior leadership team should know (and agree) why they want to make the change, and what outcomes they are aiming for. It can be easy to forget that some people may not share that in-depth insight and may even have their own views on what and how, let alone why changes need to be made.
Build trust
Share the strategy and share the execution plan. Enable people to try things out and have their backs. Empower people by allowing them to take risks and feel that they have permission to make mistakes. Knowing that they’re being listened to and that they’re trusted is a reward in itself. Incentives don’t always need to be financial - a thank you goes a long way.
Invest in and reward individuals
There will be people who by their very nature embrace change whole heartedly, these people can be identified and recruited to act as change agents within the business with relative ease. However, different parts of the business (and the people within them) will experience the change in different ways. It is important to acknowledge and recognise this, providing positive reinforcement of desired behaviours and addressing concerns early. It is also essential that any change proposal isn’t seen as a wholly top down initiative. Having a voice of peers who understand the grass roots can be a powerful tool.
Keep change in the spot light
After a while, the change project can feel like something that happens only when there is time outside of the day job. Updates and check-ins help keep the change project at the top of the agenda. It allows people to reflect and ensures that they are reminded of what they are doing, and why they are doing it.
How often have we seen a big launch campaign that comes in with a bang and sells the ideas and concepts, outlining the plan, only to hear nothing more until new people, processes and goals are introduced? If a change programme is to be successful there must be continuous discussion of the big why, reminding people why they are going through the change and selling the benefits to them as individuals, and for the business as a whole.
Do you need a resource and talent strategy for your change programme? Then contact us www.jarredconsulting.co.uk