CHANGE MANAGEMENT: “Experts” VS “Inperts”

Over the last 6 months I have been almost silent, surprisingly enjoying the raise of self-proclaimed Change Managers on this platform – and honestly this was a blessing – literally.

All industries have been suffering by the lack of awareness around the topic and above all – we, the “experts” – have been waiting for so long to see more "competitors" and fresh thoughts joining the game.

Smart Working is the new big thing, and it is great to see how after getting a grasp around the topic, many organisations found themselves in need to elaborate a way to incorporate it and once again understanding how to deal with “change” (see chart below Change Management VS Smart Working) 

Hence, Change management is having its moment (again). There’s no shortage of articles, books, and talks on the subject. But many of these indicate that change management is some occult subspecialty of management, something that’s distinct from “managing” itself. This is curious given that, when you think about it, all management is the management of change.

What needs to change is that thinking. Leaders should view change not as an occasional disruptor but as the very essence of the management job. Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level. More companies need to describe their work in terms of where they are trying to go in the next month or next quarter or next year.

Are you facing a huge change within your organisation (only answer allowed is YES)? Then keep reading the five most common mistakes leaders make when it comes to change and try to avoid them.

MISTAKE #1 | Failing to remain active and visible throughout the life of the project (e.g. getting involved only at the beginning – announcing the change and then walking away without actively participating).

MISTAKE #2 | Underestimating or misunderstanding the people side of change (e.g. making incorrect assumptions on the degree of impact a change has on individuals and groups, assuming change management is only about communications).

MISTAKE #3 | Failing to communicate messages about the need for change (e.g. do not articulate the WHY or the business benefits assuming people understand what is going on).

MISTAKE #4 | Delegating the sponsorship role and responsibilities (e.g. outsourcing sponsorship to consultants or project managers instead of leading the front).

MISTAKE #5 (My fav) | Failing to demonstrate support for the project in words and actions (e.g. assuming the change is obvious, rational and logical, and therefore did not require any direct support or team empowerment).

The good news then?! You don’t need experts for that – every manager must be a Change Manager: just spread the right culture and make sure they are not treating what brought them to an extraordinary moment as business as usually.

Sources:

-  Psycho Cybernetics by Maxwell Maltz

So let me wish you all the very best for the second half of the year, hoping you will try hard to forge the reality around you as you wish while accepting what cannot be changed and need adaption…after all “we can't stop the waves, but we can learn to surf.” Jon Kabat-Zinn

#changemanagement #innovation #businesstransformation #companyculture #smartworking