Tuning in to what the client needs
The first part of the change management process is tuning in and getting a good overview of how the client operates, understanding their pain points and figuring out what works well and what doesn’t.
Sharon has a long history with Jarred Associates and has known founder Kerry Jarred since before she set up her own business sixteen years ago. Her career as an interim people change manager sees her parachuting in to teams to help them thrive through change and transformation.
‘The client often has a patchwork of systems. As the business grows, they acquire systems to solve problems and the end result is a patchwork quilt of systems adding extra work.’ Sharon’s role is to review, formulate a solution and help the client put things in motion.
What does the process look like?
Sharon says, ‘I have what I like to call a Mary Poppins bag. I have years of experience, a range of skills and I’ve worked in a number of disciplines so I reach in and pick out what my clients need.’ By demystifying what technology can and can’t do, she brings a realistic approach to projects. At times this may mean upskilling teams or individuals to help them be more tech-savvy; at others, it’s highlighting where the human element is needed to make things successful.
‘There is no silver bullet when it comes to IT integration,’ she says ‘so it’s about managing expectations and at the same time surprising the client with additional value.’ It’s about having fun and learning alongside the client too. ‘There will always be new technology out there that will be claiming to be the answer to your prayers’.
Eight key principles for enjoyable and successful change management
Sharon shares her insights for anyone handling a people and system review:
- Treat people like people: humans with reactions and experience. Don’t handle them like they’re data points to be moved around without consideration of the impact it will have on them, their roles and their lives.
- Be as open and transparent as you can be at all times.
- Things don’t always go to plan and there is no magic solution. Sometimes things will be messy and that’s okay. Work through these feelings in yourself and help the team around you.
- Be realistic and communicative.
- Building trust is a business imperative: an outsider coming in to ‘change’ things can be disruptive and stir suspicion. ‘Reassuring people by being compassionate and mindful in how you communicate change goes a long way to allaying concerns.’ Sharon says.
- Be respectful.
- Emotional intelligence is key. Look, listen, ask questions and care about the answers.
- IT integration is the focus but you have to be a people person. ‘You need to try and add fun where you can; not be the fun police.’ she adds.
Making a positive difference
The human element is so important. When developing IT integration as part of the strategy, it’s clearly what turns good experiences and outcomes into great ones. There’s a strong connection between real conversations, having realistic expectations and achieving amazing results.
Agility gives you the ability to learn new things and conceive how you’re going to put them to good use. ‘You’re always learning in this gig’ Sharon says ‘and there’s often, always a workaround.’ Something we wholeheartedly agree with.
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