Change is inevitable, but not always easy. As a change manager, you need to design and deliver effective learning and coaching programs that help your stakeholders adapt to new situations, behaviors, and expectations. But how do you tailor your approach to different types of changes and stakeholders? Here are some tips to consider.
Before you plan your learning and coaching interventions, you need to understand the scope, scale, and complexity of the change, and how it affects different stakeholder groups. You can use tools such as change impact analysis, stakeholder analysis, and readiness assessment to identify the gaps, risks, and opportunities for learning and coaching. For example, a change that involves a new software system may require more technical training and support than a change that involves a new process or policy.
Over the past three years, my experiences (and research focus), has been to emphasize the value of more sophisticated and rigorous methods for collecting and analyzing that data most helpful to inform next stages. Applied intervention research (AIR) or action learning has served as the venue for introducing various approaches to the senior management team. Among the most difficult aspect of the challenge is convincing experienced leaders that their intuitive approaches for addressing novel or wicked challenges will be less effective than more deliberative use of standardized methodologies. Their intuitive expertise does become invaluable when transitioning data-based information into actionable insights.
Over the years I feel as the most important is finding time to listen even if it is frustrating. I realized that a lot of time the employees do not feel confident with the change because they do not know how much thought, planning, researching, risk management went into the final decision. So by listening and addressing the questions we can build the trust and long term confidence and commitment.
Some first time rules- Never let your team be uncomfortable with your presence, Let them live within their comfort zone and keep them under your observation at all times, Understand how their comfort level is and try adopting good comforts. The above mostly helps in keeping a min benchmarks achieved.
Creating an inclusive culture where staff voice is not just collected to be heard but demonstrated a valuable member of the change process. In my consultancy I've discovered companies collect the employees voice but the staff have little to no confidence in the employers ability to follow through. Majority say they complete surveys but have no proof of the company actually taking action from their feedback. With that said, it's vital to include the entire organization in the change process to influence a successful change transition.
Understanding each team member's perception of the change is essential. Leaders send out emails, create slide decks and talk to people, but the targets of those messages often miss important information, or they view it through a lens of mistrust. Change readiness assessments are a great tool, especially if they are anonymous and followed up by specific action steps to address the concerns. Leaders need to understand how their teams are feeling, and what aspects of change -- the process, the technology or organizational change are at the heart of their concerns.
Once you have a clear picture of the change impact, you need to define the learning objectives for each stakeholder group. What do they need to know, do, and feel to embrace the change? How will you measure their progress and performance? You can use models such as Bloom's taxonomy or Kirkpatrick's evaluation to structure your learning objectives and align them with the change goals. For example, a learning objective for a new software system may be to demonstrate the ability to use its features and functions correctly and efficiently.
Key performance indicators (KPI's) help measure the strengths & weaknesses of the objectives. Stakeholders need transparency and a clear vision of the goal and outcomes in order to build confidence. Confidence is a crucial element of stakeholder retention.
Keep up your spirit high. Don’t accept all “NO’s”. Design a strategy that works at least 60%. That’s a good success ratio in Change Management. Don’t get distracted with unreasonable arguments. Give time to the team to adept a new change. Don’t forget you here with an objective of the organisation and not your own.
Next, you need to choose the most appropriate and effective learning methods for each stakeholder group and learning objective. You can use a variety of methods, such as e-learning, classroom training, webinars, coaching, mentoring, peer learning, or self-directed learning, depending on the content, context, and culture of the change. You can also use a blended approach that combines different methods to cater to different learning styles and preferences. For example, a learning method for a new software system may be a combination of e-learning modules, instructor-led sessions, and on-the-job coaching.
All learning approaches you adopt must have an objective to accept the change you want. Some of them may divert the team for a while just like using a connecting flight but will help team engage with each other and would buy some time too. The learning must give a clear message specifically what is to be achieved at end of the exercise/learning sessions.
Some stakeholders may prefer a hands-on, experiential learning approach, while others may prefer a more theoretical, classroom-style approach. Knowing their preferences will help you create a more effective learning and coaching plan. The VARK method can be helpful to identify how your audience absorbs information.
Use coaching techniques that are appropriate for the stakeholder's level of experience and learning style. For example, a novice may benefit from more guidance and instruction, while an experienced stakeholder may benefit from more reflective questioning and feedback.
After you have selected the learning methods, you need to design the learning content that is relevant, engaging, and practical for each stakeholder group and learning objective. You can use principles such as adult learning theory, cognitive load theory, and multimedia learning theory to create content that is clear, concise, and meaningful for your learners. You can also use techniques such as storytelling, gamification, and feedback to enhance the learning experience and retention. For example, a learning content for a new software system may include scenarios, simulations, quizzes, and tips.
In operating environments when risk is significant, a balance needs to be struck so learning is subtle. Cognitive load theory is important to the change manager, but critically important to the leaders charged with ensuring risk is appropriately managed day after day. Organizational learning agendas help guide the agency’s development, but is only useful when thoughtfully and deliberatively balanced with operational demands.
Finally, you need to deliver the learning program in a timely, flexible, and consistent manner for each stakeholder group and learning objective. You need to coordinate the logistics, resources, and communication of the learning program, and ensure that it is aligned with the change plan and timeline. You also need to monitor and evaluate the learning program, and make adjustments as needed based on the feedback, data, and outcomes. For example, a learning program for a new software system may require regular updates, reminders, and follow-ups.
I don’t think it ends here. It’s important to integrate evaluation. Regularly evaluate the effectiveness of the learning and coaching plan and make adjustments as needed to ensure that it remains relevant and impactful for each stakeholder.
To tailor learning and coaching to different stakeholders, it is important to first identify who the stakeholders are and understand their specific learning preferences and goals. Once this is established, content can be customized to meet their needs, using appropriate coaching techniques that are suitable for their level of experience and learning style. Regular evaluation of the effectiveness of the plan should be done and adjustments made as necessary to ensure that it remains relevant and impactful for each stakeholder.