Avoiding the Illusion of Change
Gary F Grates
Globally renowned expert and counselor in change mgt, organizational communications, corporate relevance, business strategy in a digital world
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An interesting phenomenon is taking place in change management and business transformation.? Actually, it has been part of corporate renewal for decades but only recently become visible.? Implementing a change effort for the purpose of being seen as doing something - not to improve or transform the company.?
This is called “the illusion of change.”
Leaders and Boards are confronted today with myriad challenges and expectations. Governance, strategy, competition, scale, investments, and talent add up to an incredible amount of tension and stress.
Announcing a change initiative is the first step in acknowledging the organization is serious about addressing the current state and capturing the future.? The mistake made is treating the effort as a campaign or program. Communications pros have a choice - perpetuate the myth with tactics, tchotchkes, themes, posters, and messages or inform the effort with data, insight, strategic thinking, content/context, and channels.
Leaders tend to get enamored with the shiny object equating it with effectiveness.? For change to be additive to the company’s success, it must be personal, provocative, purpose driven, and consistent.
Further, people throughout the organization quickly discern if leadership is serious about change making it important.? Or, if it’s another attempt to convince the business something is being done to improve the enterprise.
How can communications professionals enforce the efficacy of the change mindset?
There are four specific areas:
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1). Make it Important and Serious.
Any successful change initiative must be CEO led.? Messaging and planning need to be aligned as do metrics and management.
The take-away from the workforce is consistency, clarity, and priority.
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2). Avoid a PowerPoint experience.
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This is where the management consultants go off the rails.? Change is relegated to a series of slides making it impersonal and impotent. ?
3). Get Smart.
Incorporate data and analysis in decision-making for the entire process, specifically strategic communications.? Coupled with listening and applying a segmentation overlay to the employee base, communicators strengthen knowledge and confidence of the change effort.
4). Get the Manager’s Head Right.
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No change initiative can be successful without the buy-in and commitment of managers. ?They are the number one group to identify and engage for both leadership and communications pros.
Ignore managers at your own peril.
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Organizational change is difficult enough without wasting time on theatrics.? Change communications is the differentiator ensuring the effort is legitimate, timely, personal, and supported.? Communications drives new conversations internally resulting in new thinking and ideas and a deeper appreciation for what’s next.
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Gary
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Driving organizational success through effective employee engagement and change management
11 个月Excellent. I would add that living the change makes it real. If employees see company leaders behaving differently in line with the change they are seeking, it becomes real to the employees and they follow. Conversely, if leadership announces a change but don't change their behaviors accordingly, employees see it as: "This too shall pass," and resume the old way of working. Nothing changes.
Senior Director at Gagen MacDonald - an APCO company
11 个月Spot on, Gary F Grates! Love the perspective and practical guidance for communicators. Would add that communicators have opportunity to further clarify what behaviors and actions are needed to truly shape and sustain change. Thanks for sharing this important view!