The one thing all leaders MUST know about building change capability

If you want to build change capability, I'm about to ask you to make an investment; definitely in time and energy and probably some (OPEX, maybe even CAPEX) dollars.

But there's a significant upside to building change capability, because every leader I know is faced with more change than they can implement.

Whether it's digital transformation, entering new markets, or grappling with a remote work culture, or building capability in ESG and Sustainability ...change is not an event but a perpetual cycle. You're not just preparing for one transformation; you're equipping your organisation to handle continuous change effectively.

If you want to build sustained change capability...you will be limited or uplifted, by the hallmarks of your team or organisational culture.

I know...we're talking about culture again. Why would we go after the seemingly most intangible and intractable of concepts?!

Because deep down...you know it's right.? You don't have to be that far in your career to have watched good ideas (and good people) get washed out or blown up by "the way things are done around here".

This is my favourite graphic , from my unashamedly favourite change management page on LinkedIn.

Look and feel familiar?

But don't click away now in despair; you can build change capability and you can influence towards a change ready culture.

It's just that what you've been told about "creating a change ready culture"...likely confuses 'being in motion' with 'taking action'.

Action vs Motion: A Lesson from James Clear

James Clear, the author of 'Atomic Habits' (aka: Charles Duhigg for my generation), delivers a vital lesson in understanding the difference between 'motion' and 'action' .

Motion is when you're busy doing something, but that task will never produce an outcome by itself.? Those of us who've played team sport will recognise 'motion' behaviours in teammates who appear to be running around and did the basics...but never really did anything memorable or meaningful to the team's play or the score.

Action, on the other hand, is the kind of behaviour that will deliver an outcome. In the team sport analogy, this is your goal scoring, defensive play making, impactful (by either finesse or force) Bonafide game winner.

From now on, you are that action orientated game winner! The first step is recognising that too much change and culture work is "motion" that looks busy and feels engaging...but what outcome does it achieve?

Here's some examples:

• Conducting a detailed stakeholder awareness spreadsheet: motion...
• Picking the most critical stakeholder and skilfully navigating a tense yet productive 'share the reality' conversation: action!
• New change management certification ticked off: motion...
• First attempt at a key message build up completed (including FAQs): action!
• Reading a LinkedIn article on Change Capability: motion...
• Calling myself or Lana Johnson for a proposal on Change Coaching: action!
• Creating a meeting to address change fatigue concerns with upset stakeholders: motion...
• Senior leaders deciding which change initiative they will pause, to lessen change fatigue: action!

You get the picture, but look closer; within your own team...is the majority of the change work motion or action? How about your leader...what do they default towards when facing change?

There's a cold hard truth in this...which is you can't do this alone. It's a nod to Mr. Kotter and the 'guiding coalition' , in that you'll need to engage and align with other leaders, to take collaborative and effective action towards the culture together.

To ensure I don't misrepresent Mr. Clear; there is value in 'motion' - it's essentially planning or preparing.? Whilst its context and industry dependent, to some extent we all need to brush up on processes, tools and plans at various times.

But the "must know" remains: If you're leading change, you need to create action towards your optimal team or organisational culture, if you want to build sustained change capability.?

Through natural organisational entropy (people leaving, markets changing etc.), a strong organisational culture is always being eroded. You need to actively invest in maintaining a high maturity change culture.

When your teams are aligned in their principles towards change , change becomes less about 'tolerating' and more about evolution.

Need some help on this? Since well before my time, Apricot has been using our Organisational Health Index to give a balanced view on leadership and culture.? As a leader, you can evaluate your actions to ensure they aren't just keeping you 'in motion.'

Embracing change is no longer 'an option', so we're here to help you quantify the best investments and shape up the action that will change the game.