Design Organizational Change - Assume people want to change

Hello, as I was approaching the first weekly article focused on #ChangeManagement and #DrivingChange in an organization, I was reflecting upon what have been the major #mistakes I have done over the years in this space.

I think it’s a great way to start addressing this topic, isn’t it??

As Change is ‘per se’ a journey full of potential pitfalls, reflecting on them can set a good foundation for action!?

1- Assume people WANT to change

Most people do not, in fact, want to change . This is part of our human nature: we are creatures of habit who learn how to thrive through efficient behaviors (= habits) that - once confirmed to be effective - can be repeated and provide a similar outcome.?

So, unless we understand this, we cannot rush through a transformation initiative. First and foremost, we have to understand what is the- “What is in it for me?” For those people we expect to change behaviors. And then, plan accordingly. And give PLENTY of time.?

2- Assume what needs to be changed is CLEAR

This is one of my favorites… You are so in depth into the subject, you forget that not everybody is on the same page as you are.?

During complex transformations it is important to explain, re-explain and re-explain multiple times why the change has to happen and what is the new desired behavior.

Be very specific. Explain it to a 7-yo and see if they understand.?

Example: “Use these specific words when opening a sales call: Good morning, I am excited to speak to you again!”?

Unless the new desired behavior is very explicitly articulated, the risk of error is high.?

Many will think they “have changed” but change will not be what you expect.

3- Assume change is DONE

“It is the premature victory celebration that kills momentum. And then the powerful forces associated with tradition take over”, John Kotter on HBR ?

Changing someone’s mind, and from there changing their behaviors, takes time. And it usually takes multiple attempts, and phases. Change is not linear. We tend to fall back on our previous behaviors. We tend to go back to what has been working for, what, 20 years?!?

For quite some time, it’s more efficient for the individual to act like they acted before, rather than ‘do the new move’. Think of a sport that you practice. You are good but then your new coach explain you that you are not using your arm, or legs, in the proper way. So here we go: we start using them differently. The coach goes home and we fall back to what our brain knows better.?

So, planning your change initiative through several rounds of transformation, and also planning for several ‘on the job’ reminders (tell me to straight my legs as I am about to start a slope with my skies!) can make a big difference.?

4- Do not invest enough in the Change AGENTS

There are always people who will champion your idea of transformation. Their agenda may be different than yours, but they will happy to contribute for their personal gain.?

Spending enough time upfront to identify them and nurture those relationship will pay benefits later.?

Start building your small army of Change Agents, Champions, Ninias , or whatever name you want to use. Give them purpose. Give them a role and give them ‘status’ in the organization.?

They will do the job you cannot do.

5- Do not work the MATRIX well enough

Each large organization is a complex network of intertwined matrices. You must know them, understand them and navigate them .?

Each matrix is made of people with different agendas. So, unless you understand those agendas, those matrices will be impermeable to your efforts.

Align goals and objectives, find the middle ground, identify commonalities and areas of goals overlapping. Stay focused on those.?

Work with your Global business partners, your local business partners, with the support functions and the key decision makers.?

It takes A LOT of time to do so, but it is the one thing you cannot avoid, to drive change at scale.?

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Now what?

What about YOU? What mistakes have you learned from in Change Management?