Reaching for Value-Added Change: Six Considerations
A member of the West Point Climbing Team plans her path to the rock wall summit

Reaching for Value-Added Change: Six Considerations

"What is your advice on leading organizational change?"

Most leaders will enact or undergo change during their tenure at the helm. Yet, implementing organizational change is one of the most challenging endeavors we can undertake. Therefore, it is important to deliberately plan any such effort.

Below are six considerations when planning for change in an organization:?

#1. Prioritize what to change and when. Changing everything at once or at the wrong time can overtax the team's energy and compromise its ability to execute the rest of the mission. However, failing to implement needed change can demoralize the team and erode a leader's credibility. Being deliberate and prioritizing what to change over time can help strike the right balance. Decide what (if anything) must change immediately, what can wait until next year (or some other time frame), and what would be nice to change given sufficient time.?

#2. Personal investment. Successful change normally requires the enduring commitment of the senior leader(s). A leader who issues a directive expecting that people will follow because “the boss said so,” will probably be disappointed. Change is uncomfortable for most of us and without a leader’s attention and periodic check-ins, initiatives can die through inaction and be overcome by other events. Be prepared to devote personal attention to change initiatives from beginning to end.

#3. Assess and Build Support. Before embarking on a change initiative, deliberately assess and build support.?A person is more likely to support change if it’s their idea, benefits from it personally, or feels as though they were part of its development. Conversely, a person is more likely to resist change if the idea is forced upon them, particularly if they had no warning or opportunity to contribute. Ask people what they think. Encourage feedback on how the initiative might be modified to garner more support. Be transparent about costs and risks. The more a leader solicits feedback and fosters collaboration, the more likely they will achieve buy-in in the long term.?

#4. Communicate the plan, desired outcomes, and metrics. A communication strategy is important to build support and momentum for change. The strategy doesn’t have to be fancy, but it should address the biggest fears and uncertainties surrounding the new idea. At a minimum, talking points should include the reasons behind the change, the desired outcomes, and an explanation of how progress will be measured.

For example, consider a change initiative that consolidates functions or offices. The communication plan might highlight: 1) the efficiencies and cost savings projected from such consolidation; 2) how the organization will operate after the transition is complete; 3) that no one will be forced to leave the organization or take a reduction in pay due to structural changes; 4) how efficiency will be measured over time.

In some instances, it’s helpful to describe “plan B” or the “off-ramp plan” in case the initiative does not achieve the desired outcomes. Routine communication, especially about change initiatives, builds trust and confidence.

?#5. Identify and empower champions. Champions can make the difference between success and failure. The best champions are people who have credibility in the organization and are excited about the planned change. They will spend their free time thinking about how to move an idea forward. They will promote the initiative within the organization without being asked to do so. To maximize a champion’s effectiveness, leaders should empower them with authority and tools so they can maintain momentum without having to seek permission every step of the way.?

#6. Codify the change. Finally, it’s very important to document change. This is especially true if leaders transition every couple of years as we do in the military. Without codification, the new initiative may not survive the departure of its primary advocate. Even if a leader remains in place for a long time, it’s important to formalize the decision so that the supporting processes, meetings, and resources take root across the entire organization.?

What additional advice would you give a leader who seeks to implement change?

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[The views and opinions presented herein are those of the author and do not necessarily represent the views of the DoD or the US Army.]

Melissa Moore

Heavy Equipment Mechanic at US Army Corps of Engineers

1 年

This is a great insight into moving forward and making changes for the better of the Unit. The one thing that stood out to me the most was, "A person is more likely to support change if it’s their idea, benefits from it personally, or feels as though they were part of its development." I have always had a higher success rate if I involve others in the decision-making process. I think getting another person's perspective is the only way to go because they may see something about the project that I don't and the more involved the group feels the more support you receive.

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Lynn Vara

Global Lean Senior Manager

2 年

I absolutely agree with consideration #4. A well planned communication strategy helps the team understand why the change is necessary, what the expected benefits are and how they will be measured. Communication builds trust during a time of change and uncertainty. It also creates space for people to ask questions.

Eric Wilbur, P.E., REM, F.SAME

Engineering & Construction Leader

2 年

Diana Holland - Great topic, great advice. Change is an issue all leaders face and your considerations are spot on. Change is a reality for most, if not all, organizations, especially High Performing Teams. HPTs are constantly improving and perfecting what they do, how they do it, who does it, etc. And, change doesn't just come from the "boss" but also from those working for the boss. So, leaders should also encourage and reward change at all levels in the organization. Regarding the timing of change, an important issue, especially for new leaders or new roles, is building trust with the team prior to implementing big changes. While this might not always be doable, it's something to consider. Thanks for continuing to generate great topics for discussion.

Thank you for the reinforcement! Your advice closely parallels what CGSC teaches about organizational change. We have great discussions in class about changing structure or processes in an organization versus aligning behaviors with the espoused values of the organization. I look forward to the next edition!

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