Reason 4: We underestimate the effort required

Reason 4: We underestimate the effort required

REFRAME: Let’s be real about the effort required to obtain the benefits.

Probably the most common error in implementing organisational changes is optimism, and the focus on positive outcomes rather than on the effort that will be required by leaders and staff to make the required changes to achieve the benefits.

As mentioned in Article 1 in this series, real change requires significant cognitive capacity (effort) to embed new ways of thinking and behaving. It starts with the effort to agree on what will be implemented (dialogue, consultation) and then involves effectively prioritising and say ‘no’ to things that have to be stopped to allow for the change. In my experience as a change lead, the hardest aspect of change is not taking on the new, but letting go of the old.

Making choices requires real effort. In the initial phase of the process, expedience often dictates how planning and aligning of stakeholders is conducted, and what people will have to give up to make space for the new. Hard choices tend to be glossed over in the general optimism about the new strategy, system, process or operating model. That optimism can be misleading – change is hard.

It is essential to invest time in the planning and alignment process, because once we begin with implementation there is limited capacity to re-engage effectively and align on what we have to stop doing or do differently. In this area, I advise slow down to speed up. If it takes a long time to agree, so be it – in fact, a long consultation and discussion period is often a key predictor for successful implementation and change. Thorough preparation ensures that we have thought through the process and that everyone is aligned on outcomes and changes. Once the change is underway, we will not have the same opportunities to make changes, adapt or discuss.

A second key error regarding change is the assumption that significant organisational change can happen on the side of someone’s desk; ?that is, that you can carry on with business as usual without freeing up sufficient dedicated capacity. This applies particularly to leadership capacity at all levels to shape and lead the change.

Creating a realistic view of the capacity required is a key factor in setting up a change project for success. The assessment of the capacity required needs to focus not only on what is planned, but also on the ‘as-is’, in order to understand the gap, and what level of effort will be required to shift from the ‘as-is’ to the ‘to be’. Often there are too many over-optimistic assumptions of the as-is, without sufficient engagement and participation from those operating in the current state, whose input will provide a more realistic view of the change process, and help set realistic expectations.

There are very real benefits of engaging with those who operate in the current system and who are likely to be most impacted by the change. This sort of engagement gives leaders the opportunity to manage unrealistic expectations and stress the effort that will be required. Creating realistic expectations early on is key to managing all stakeholders’ expectations, helping people to understand and own the change.

As one engages around a more realistic view of the change, the difficult alignment conversations will take place at a sufficiently early stage. Getting these conversations in early in crucial. ?Now is your time to engage all levels of leadership on the potential pitfalls and align on what needs to stop or be done differently. If you delay these conversations, you may be forced to halt the process of change once it has started in order to get people to understand and co-operate. You end up pushing forward and trying to sell the change; that is, do it to the people, rather than with the people.

Key reframing question: ‘How much effort is required, by who, and to obtain what outcome?’