To Launch Changes Without Admitting It
Andrey Malakhov
CEO PMLogix I We help business and transformation leaders confidently deliver complex IT-enabled change on time without micromanagement, excessive paperwork and inflexible PPM tools.
In almost 80% of organizational change implementation programs, in which we at PMLogix design and implement the management system, it isn't easy for C-Level managers to say they will have to work in a new way. They often say: "We will work basically in the same way. We did not do anything special here. We just systematized the processes and the organization of work and configured the IT systems, just a little "putty" and "polished off," but in general - nothing new."
About fifteen years ago, I worked as a Project Manager on implementing ERP systems at one manufacturing company. At one of our first meetings, our Project Executive, COO, told me: "Let's implement the IT system without anyone noticing it. We are the ones who need the changes, not the shop floor workers. It is almost an instinctive desire of any manager to talk about changes as if nothing will change.
Another convenient option is delegating the change story to consultants, middle managers, or a change project manager hired a few months ago. According to the research company PROSCI, ??? any messaging about launching change from anyone other than the Change Sponsor - "boss of all change” at the C-level doesn't work. And it's true. It was confirmed in practice many times.
So why do we see such resistance from top management?
??It is scary that it will not work - we will have to retreat and "lose face."
??People will ask uncomfortable questions at the meeting.
??Not having confidence that things will work out, not wanting to look unsure
??The open presentation of the change itself creates an obligation to protect, to give extra attention, and to decide, but you don't want to
??Want to leave things as they are - emotionally, at least
??No clear answer to the question: Why change?
??The cost of the consequences of the current situation is not assessed
??There is no answer: Why do you need to change now?
What helps you cope with uncertainty?
?Good preparation for the presentation - a clear script, plan, and live examples
?Rehearsals - even if they are big bosses
?A clear answer to the question: Why change?
?A clear picture of the consequences and an explanation, primarily to yourself, of why it's important to do it now
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?Co-speakers on behalf of the middle management - which gives you confidence, grounding you in the company's experience
?Presence and sometimes inclusion of consultants with illustrations (the reverse can also work - it depends on the person presenting)
?Making it clear that feedback at the meeting does not require immediate changes
?Setting aside a detailed briefing on the new thing when there is significant resistance as a separate activity
One way or another, this action requires a certain amount of courage from the top leader. But does anyone but the brave find themselves in such high-level positions??
One thing I can say for sure is that when the top manager really needs a change, then such a meeting in itself is useful both for:
?the participants - to understand the importance
?the manager - to cut off escape routes and start taking action
??Why else is it so hard to talk about change? And what to do about it?
I'm waiting for your opinions in the comments.
??In a separate post, I'll tell you about mishaps and mistakes at the meeting on launching orgiastic change.
Read more about how to manage change in our newsletter "Change Management. Control?Methods "