Leading effective change

One of the biggest frustrations I have heard from people in leadership roles is the challenge of getting things done. A person will have a vision of what he or she wants to accomplish. It could be for their role as a leader, a team goal, or a special project for their organization. However, professional teams are composed of folks from different backgrounds, generations, and experiences with a host of competing priorities and motivators. How can someone engage this machine and effect positive change in their organization?

The first thing to remember is that most organizations and industries are founded on the principle of change. As the Greek philosopher Heraclitus said, “Change is the only constant in life.” As any organization grows and develops, it must go through a transformational process of change. The basic concepts of business tell us that competitive advantage is founded on the ability to adapt and change for the better.

Unfortunately, many organizations encompass so many norms and processed, that often we lose sight of the fact that it is OK for us to change things. A frequent objection heard in meetings is “that’s not how we have always done it” or “we tried that before and it didn’t work.” The fact is that sometimes, those objections are right, and this kind of feedback is valuable. These individuals who voice concerns about change have learned from experience, made mistakes, and can also make or break any new attempts to effect change. However, some individuals are completely against trying anything new or different, and this presents a real problem when there is a need to improve or revamp a system or process. The reasons for their obstinance may stem from generational differences, a lack of confidence in leadership, or a fear of losing value, but regardless of the reason, the resulting stagnation is a lack of synergy and declining engagement which is an evident problem in many organizations around the world.

So, what can we change, what should we change, and how to we do it effectively? In business, innovation is a good thing, but how do you keep what works while changing what doesn't? Anyone wishing to effect positive change in their organization or team should first be a student of the current status quo and familiarize themselves with the norms, values, and strategic objectives of their team. Once you are armed with knowledge, you can overcome any objection that starts with “we cannot do that.”

Once you know what you can and want to change, you must think about how you are going to get there. Modern change management theory teaches several steps to accomplishing lasting, effective change. These are:

1. Create urgency

2. Form a powerful coalition

3. Create a vision for change

4. Communicate the vision

5. Remove obstacles

6. Create short-term wins

7. Build on the change

8. Anchor the changes in organizational culture

Create Urgency

Creating urgency is an essential first step because the whole organization, at least the active team involved in this process, needs to agree about the change, or it will never get off the ground. To create urgency, you must have a dialogue. Whether you accomplish this in meetings, via email, or in personal conversations, begin to discuss your ideas for change, get feedback from others, discuss potential challenges and goals, and express your passion for why you feel that your changes are important. This step is highly collaborative, and while it does not need to be formally organized, the more people you engage in this step, the better your chances of success will be down the road. Find others who are willing to support your change initiatives in the next step.

Form a Powerful Coalition

Forming a support group to help you champion the change ideas you wish to advance requires you to be somewhat political. First, you must identify the leaders in your organization. You may be a leader, and heads of departments, functions, and business units should certainly be involved. Even if you are the CEO, realize that the other members of the organization probably look up to other executives and tenured employees as leaders also, even though you may have the final say. Leverage those individuals and the employees who respect them, because they can be your greatest allies or your biggest opponents. When you have created a network of like-minded individuals who are willing to support your ideas, ensure that they are representing those ideas to the rest of the organization in a positive manner and are willing to commit their efforts as champions to help see the change through to fruition.

Create a Vision for Change

Once you have determined which changes you wish to make and obtained buy-in from your champions, you must create a vision for your end state which you will be able to communicate to the rest of the organization. This is where you can ensure that your goals are aligned with everyone else’s. You can formulate a game plan and decide what steps you will need to take to achieve your objectives. This allows you to establish a plan, determine what resources you will need, and create a practical timeline to follow. Having a clear path for your desired changes will also help you better communicate them to others.

Communicate the Vision

Now that you have a goal, supporters, and a plan on how to get there, you can truly share your vision with the rest of the organization. Be tactful during this phase of the process. Keep an open mind and be receptive to feedback. The more open you are to ideas and suggestions, even push back, the more likely you will be to engage your audience and obtain more support. Also, any great changes will require participation from everyone because there is no realistic way for you to do it all yourself. The more involved people are, the more likely they are to provide quality contributions to the overall project because they will be intrinsically motivated to see the goals met and the changes reach fruition.

Remove Obstacles

As you begin to facilitate the changes, be flexible. Identify areas of opportunity for improvement and strive to maximize the efficiency of the actions being taken. Remove anything that wastes time because this will destroy motivation and engagement. Overcome objections from disrupters by redirecting their attention to successes and other projects they may agree with. If something is not working, focus on other aspects of your change until you can resolve the obstacles or determine how to move forward without making changes in that area. Above all, spread positivity, thanks, and encouragement to all those who are collaborating with you in this process.

Create Short-Term Wins

Do not bite off more than you can chew. Focus on achievable, small goals that are scalable and sustainable. Try to keep your use of monetary resources minimal unless absolutely necessary. Fancy expenses are not always the answer. Realize that you may not be able to achieve everything you set out to do, so focus on your wins and avoid getting bogged down with any setbacks. Keep the momentum moving in the right direction and share the successes with your stakeholders.

Build on the Change

At some point, you will reach a stage where you have made all the progress that you are going to make, at least for your current role, assignment, or project. At this point, it is important to debrief and set the organization or team up for future success. Review your wins and losses. Determine what could have been done better, and what still needs to be accomplished. Compile a list of recommendations or suggested next steps for the next group of individuals to carry forward. Remember, there is no finish line in our efforts to drive organizational success, so there will always be work that needs to be done. Thank those who supported you and be a voice for continued improvement going forward.

Anchor the Changes in Culture

Know what makes your organization the way it is. Connect your goals and changes with its identity. Communicate ongoing goals to new members. Recognize the employees that contribute their time, resources, and ideas to improving the cultural experience of your organization. Also, do not forget to involve the next generation of leaders who will either continue the work you have begun or let it wither and die. Respect their input and ideas, and they will rise to the challenge of continuing the process of positive transformation.

Having discussed some of the effective steps which you can take to effect positive change in your organization, remember this final piece of advice. Your goal should always be to create a meaningful and fulfilling experience for your employees. If your goals are self-serving or only designed to further the priorities of a small number of constituents within your organization, they may get pushed through, but they will not last and continue to build momentum in the future. You will disenfranchise your team and lose credibility. Focus on doing what is right for them, the organization, and your clients, and you will ultimately achieve success in your efforts.