You're starting a career in change management. What are the most common mistakes to avoid?

In my experience, not understanding “the why” and “why not” of a change initiative from the perspectives of those who will be most impacted by the change. It can be easy to focus on the why from the lens of the change leaders, expecting others to see the benefits as described by the project charter or business case. Taking time to listen to stakeholders, understanding why they see the change as desirable, or not, will help you shape effective communication and engagement activities plus aid in identifying potential areas of resistance.

An example I’ve seen is when change managers use non-tailored change interventions. This can be evident by lack of effort invested during assessment, gap analysis, root cause analysis. Additionally, context and contexts within contexts (or micro cultures within the broader organization’s culture) are critical to explore and understand before moving forward. Moreover, the organization, team or leadership capacity to transition the organization from the “now” to the “new” will directly impact the pace and ultimate success of change initiatives. I have found it helpful to utilize a S.M.A.C.K. Philosophy (Systems, Motivation, Accountability, Communication, and Knowledge) when assessing individual, team, and organizational capacity for change.

In change management, a common mistake is insufficient communication. Failing to articulate the reasons for change, its implications, and the steps involved can lead to resistance and confusion among employees, hindering successful implementation. Another prevalent error is underestimating the importance of stakeholder engagement. Neglecting to involve key stakeholders from various levels of the organization can result in lack of buy-in, resistance, and ultimately, failure to achieve the desired outcomes of the change initiative. Effective stakeholder engagement ensures alignment, support, and collaboration throughout the change process.

Change is ultimately about people, not just processes or systems. Invest in change leadership and support, provide training and development opportunities, and prioritize employee well-being and morale throughout the change journey.

Starting a career in change management? Beware of common mistakes, like ineffective communication. My research about better change management underscores that effective communication is pivotal for change agents. It involves clearly conveying the vision, purpose, and benefits of change, addressing stakeholders' concerns, and listening empathetically. Avoid ambiguity and misinformation, and embrace transparency to navigate change successfully.

Probably the tendency when starting out in change management, especially if you come from technical areas (e.g. process engineering) is to focus on the change to be implemented and not so much on the people it affects. While processes are important, successful change management also requires attention to people and their emotions. Don't overlook the human side of change. Invest time and resources in supporting employees through the transition, addressing their concerns, and building trust.

3 crucial aspects: SHARED VISION, VALUED INPUT, and SINCERELY ADDRESSING people's RESISTANCE. Excluding employees from shaping a shared vision diminishes commitment, ignoring their contributions fosters disconnection, and underestimating resistance exacerbates change challenges. Proactively engaging with resistance, rooted in insufficient involvement and understanding, is vital for successful change management.

Ladies and gentlemen, when it comes to change management, we can't just set it and forget it like a circus act. Oh no! It's a wild ride that needs constant tracking and tweaking. Imagine if we just let our acrobats fly without checking their safety harnesses or if our clowns performed without seeing if their jokes landed! We need to measure and monitor every twist and turn of the change journey. We use all sorts of tools - metrics, surveys, feedback - you name it! And when we see progress, oh, we celebrate like it's the grand finale! But if there are bumps along the way, we don't just sweep them under the big top. No, we address them head-on and adjust our course. That's how we keep the show running smoothly, folks!

Ah, my dear audience, here's a lesson from the circus ring that applies to change management: it's not just about pulling off the daring act; it's about making sure it sticks around for the encore! You see, change isn't a one-time performance; it's an ongoing spectacle. Once the change agent has taken their bow, it's up to us to keep the show running smoothly. That's what we call sustainability, folks! And just like we reinforce the sturdy tent poles to keep our circus standing tall, we must reinforce the new behaviors, practices, and systems that support the change. We need to weave it into the very fabric of our organization, aligning policies, procedures, and incentives to keep the momentum going.

Change Managers should work in partnership with the project manager at all times. It is a big misconception that these two roles either work in isolation or in a strict reporting line. It has to be treated as a close collaboration effort from the very start of the project. Doing this will decrease both project miscommunication and engagement gaps, and will maximize sponsorship related efforts. Being involved from the beginning with the project manager allows for assessment completion, analysis and proper metrics to be set and executed.

N?o tenha um olhar simplista para o processo da mudan?a. Pensar que Gest?o de mudan?as é um processo puro de comunica??o é, além de encolher toda uma atua??o, reduz em apenas um pilar um processo que contempla uma estratégica completa. Comunicar é essencial, mas Gest?o se mudan?as n?o se resume a isso, e quanto antes você entender isso, mais rápido você se desenvolverá como um profissional diferenciado.

Meine Forschung im Rahmen meiner Doktorarbeit über besseres Change Management deutet darauf hin, dass die Erfolgsaussichten von Change-Management-Projekten spürbar verbessert werden k?nnen. Doch dafür ist es notwendig, sich von veralteten Change-Modellen und -Ritualen zu l?sen.

Assumptions are worst enemy. I think we should always go by facts not by assumptions. Make a plan and clear the tasks or check for any additional requirements and mostly get signed of before making changes.