Change in a changing world!

NEW YEARS EVE ! Reflections of a Change Manager

My professional career in leading and managing organisational change has been characterised by a set of principles that I have developed and learned to hold very dear to me over the years.

These have crystallised over time, depending on the contexts locally and globally as well as upon the pressures and particularities of managers and my evolving relationships and synchronicities with the people involved.

The first basic principle for me has been to be selective; choose the "gigs" which have "switched on" managers and leaders; who seem to "get it", meaning they understand that it is all about people, not just the tasks.

Secondly, be as "neutral" as possible as you facilitate the discussions, resolve the conflicts, build the trust, relationships, commitment, accountability and deliver results. It is not about the "egos". It is about getting results, and importantly, with... not on... people.

Thirdly, ensure you have a good working relationship with the chief sponsor/s- ensure they know what you are doing and how; and they are on board... and 110% supportive of you. Otherwise it is a waste of time, money and resources, often.

Fourthly, check out the team you will be working with; who are they, what do they value, why do they come to work each morning to work on this challenge? Look for synchronicities of purpose and vision as well as how they think they want to work with you to enable that collective vision. Otherwise, hiccups occur.

Fifthly, check their level of understanding about what change management is, what it does, how it is implemented. If people do not know it does cause a lot of concerns for us as change specialists; you may have to educate, educate, educate!...It may be worth teaching them...or if there are too many "red" lights... simply, "go surfin" and tell them you will come back another day, when they are "ready".

Sixth, ask and observe what they understand by "leadership" and how does this fit with their tasks and profit imperatives and people? These elements have to coalesce, mesh, mix for a successful mission. Are they playing in a finite project with all the assumptions and values and behaviours and decisions that ensure just that...finite-ness? Or are they in a longer term, more sustainable, ethical, professional and more people-oriented, infinite game, for longevity?

Finally, change managers today increasingly need to be even more selective. I have observed, in retrospect and with some prior intentions; projects of significance that I have worked on; some local, some of state-wide significance, national and some international significance. I have evolved as a change manager to choose the gigs that lead to better outcomes for those in need, to better infrastructure, business processes, behaviours and organisational cultures to assist societies; and, gigs that have led to a better future for the next generations. It is New Year's Eve, reflect upon your change management gigs. Is there a pattern for you?

I believe all of us as change managers need to take a much stronger role in "leading change", for example, by stating up front, at initial meetings why you are here, what you can and cannot do, how you can assist, why you get out of bed in the morning, why you will offer your valuable expertise to a particular agency or industry; and what you cannot and will not do. This is a filter for you to do your best work with passion, with your hands, your mind and with your heart. It is also a filter to see if you are highly valued.

Change managers have unique skills that are needed in this complex and chaotic world.

?We can help people make decisions well; plan for mitigating bushfires, climate change, saving coral reefs, switching to alternative energies, busting city congestion; growing trust for the banks, upgrading business and government agency IT infrastructures; changing organisational cultures, building high performing teams; growing new leaders and new, complex, adaptive leadership for this millennium, and many more contemporary challenges.

We can be more assertively selective in our choices of why and what and how and who we work for...all directed towards ethical, sustainable, better worlds. Energy goes where energy flows!

Be even more selective! Take a stand! Draw a line in the sand.

Within your values, professional ethics and standards- show your flag!

Lead those who need to be led!

?This small tweak in your approach may help to change the direction of the world.