Change Management: A Key Leadership Success Factor!

Change is inevitable, however the organisational agility needed to respond appropriately to change is generated by leadership. Organisational landscapes are always changing, bringing along with them new problems and new possibilities. Therefore leaders can’t afford to stop growing in their ability to manage change. Change management is one of the key competencies for leadership success for it navigates people through the maze of changes that arise in any organisation’s journey. Sometimes these changes occur intentionally through strategic initiatives and other times they occur as a by-product from the natural consequences of organisational growth or from the constant shifts in our world. 

When it comes to intentional change through strategic initiatives, one fatal mistake regularly made by leaders is to elevate content over context. Every change initiative involves new strategic information (content) and this is usually the key focus. However, if the attitudes, values, beliefs and behaviours of employees are not considered adequately enough throughout the implementation of a strategy, it is destined to either fail or be wrought with unnecessary conflict and obstruction.  Hence, leaders need to constantly grow in their capacity to develop systems and processes for change, along with tactically aligning people to a vision, informing, involving and communicating clearly with others throughout the process. 

When coming alongside leaders there are some questions that I’ve found helpful to ask them in thinking through some of the critical implications of change. Questions such as:

• “Who are the key people who can work with you to facilitate the change process?”
• “Who are the key influencers who need to embrace the initiative, or be significantly included, to see it succeed?”
• “Who will be most impacted by the proposed changes – both negatively and positively?”
• (Yourself) * “How will this likely impact your leadership of others?” * “How will you free up your time to focus on the change initiative?”
• (Those employees negatively impacted) * “What conversations are needed to keep morale high and assist people in transition?” * “Why would employees potentially resist this change?” * “What can you do to assist people to champion this change?” * “Knowing the spectrum from early adopters to late adopters, what specific - conversations are needed with specific staff members?"
• (Your family) * “What discussions are needed with your family members who will be impacted by - this initiative?”

One critical element I have found that leaders often do not distinguish is the difference between ‘change’ and ‘transition’. Change refers to the alteration of circumstances around us in our external environment, whereas transition is the internal psychological experience that people undergo as a result of external change. The key here is to realize that change can be implemented quite rapidly, but people can vary significantly in their capacity to catch up with the changes. This is where leaders need to be aware of factors such as: the spectrum of early to late adopters, values alignment, role impact, change credibility, work demand, previous change disappointments, personal/social impact, career path, loss of perceived benefits and constant open communication.

Unfortunately, organisational change can at times be strongly, consistently and persistently resisted by some employees. If as a leader you have implemented change management practices as outlined in this article, and employees choose to undermine the initiative, sometimes it involves moving employees on to other job opportunities more aligned to their aspirations, especially if a change initiative conflicts with their personal values. However, be sure that you have listened to their concerns well and are not racing to this conclusion and subsequent action in haste. See if you can assist them to transition to the change where they will continue to enjoy their work and be an asset to your organisation. Explore the areas listed in the last paragraph to see if you can pinpoint an issue. As a business leader there are times when I have had to move employees on, and in hindsight have seen the decision as being the best for both parties, long-term; but I strongly advocate for leaders to earn this right after exploring ways to assist employees to transition first.    

Regarding unintentional organisational change brought about as a by-product to being in the existing global environment, leaders need to keep their change-radar switched on. Leaders must cultivate an intuitive awareness of events and circumstances around them that are likely to impact upon themselves and the people within their organisation. There needs to be time taken to contemplate potential shifts from recognised stimuli to their organisation. As custodians to positive organisational culture, effective leaders need to be proactive against potential negative impact upon their staff and prepare them to navigate positively through to success. 

If you are looking for a credible and practical resource that steps through a process for intentional organisational change, then John P. Kotter has written a book called, “Leading Change,” which fleshes out an 8-step plan. 

1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating change and producing more change
8. Anchoring new approaches in the culture

In conclusion, to be a successful change-agent one needs to keep cultivating several competencies. Leaders need to keep alert to the changes occurring around them that threaten morale and productivity with an intention to assist others to navigate the terrain. Leaders must increase their capacity to plan change initiatives, along with necessary contingencies more effectively. Leaders need to appropriately involve others according to their levels of influence, in discussions, decisions and the necessary information required for successful implementation. Effective leaders cast a clear motivating and engaging vision worthy of investment for others to engage their energies. Quality change-agents acknowledge the positive contribution of past approaches and reveal how they are no longer appropriate in achieving optimum outcomes. And finally, Effective leaders create a positive environment, listening, coaching, supporting, modelling and discussing with individuals and teams their journey through the change/s.