Change Management does not have to be difficult

Effective organizational change management is a lot easier than we’ve made it out to be.

Allowing ourselves to be confused by skillfully produced slide presentations is one of the major ways we invite unconscious (or not so unconscious) complexity into our approach to Change Management. The “hard lifting” begins with the obstacles connected with promised delivery and value realization….and continues.

The change isn’t in the PowerPoint presentations, and the Change Management Plan isn’t in the ‘delivery realities.’ Is there a distinction between a Change Management Plan and Change Management Planning, for example? What is your company’s culture like when “the Plan” and “Delivery Reality” differ?

Consider the technical and organizational improvements prompted by the pandemic as an example of necessity as a major positive force for change. How many of these modifications were in the “slow cooker” before the heat was turned up by necessity?

How well has the importance of organizational change been – and continues to be – represented internally and across your Change Management Plan and Planning processes?

Here are some questions to consider:

• What is the relationship between Change Management communication channels and each Change Management workstream?
• How are the communication themes matched with the intended audience(s) in mind for message simplicity, clarity, and consistency?
• How do these continuous messages target the people who will be impacted by the change? It is, after all, “all about me.” What skill do you have for identifying and aligning highly personal views of change impact?

These questions may have a common-sense component to them, which we believe is OK. Here’s where common sense takes on a new meaning: if all of this is just common sense, ask yourself if your Change Management actions are 100% effective in terms of communication. For example, what are the chances that everyone influenced by your Change Management initiatives is reading the same book, at the same level of understanding? Isn’t it possible that it’s a lot less than being on the same page?

Now for the ABC! To avoid simple becoming complex

A = Alignment

B = Balance

C = Communication

The majority of Change Management activities claim to have ABC covered. Consider this: most businesses are competent at developing a Change Management Strategy. These same organizations perform poorly in terms of strategy execution and considerably worse (factor of x3 here) in terms of strategy implementation.

The terms “execution” and “implementation” are used equally here. They are connected, yet their separation is a factor to consider.

Consider the terms “execution” and “implementation” separately:

• The planned efforts to achieve the change are referred to as execution.
• The execution of changes, new processes, and technology to the point where the predicted advantages are realized – with the changes incorporated in the attitudes, behaviors, and day-to-day activities throughout the organization – is referred to as implementation.

Alignment:

Is everything in place for the intended change(s)? If the answer is “yes” at this time, keep a close eye on resources of any kind to ensure that they aren’t “spirited away” while you, the Change Manager, are busy with other tasks.

If the answer is “no,” make sure there’s a solid, well-functioning, and transparent Risk & Issue Management approach in place, with top sponsors on board.

Balance:

Consider the practicality of shift cadence as one option. Depending on the delivery emphasis, a different amount of attention and labor will be required. Skillful management of both the “words and music” of the Change Management planning process is required for successful Change Management delivery. The words of transparent Change Management delivery status, for example, may be OK, but the music may not be: I’m curious how many of you utilize RAG Status. Stop, Amber, go with care, and Green, continue as is. How many people work in organizations that are “color blind” in certain situations and/or with certain audiences?

This is an example of how something simple can become complicated!

Communication:

This is credited to George Bernard Shaw, among others:

“The most serious communication issue is the delusion that it has occurred.”

What safeguards do you put in place as a Change Manager to guarantee that you are dealing with reality rather than an illusion?

Most businesses are better at sending information than they are at receiving it. It’s that common-sense issue again, but this time it’s not so common-sense in the actual world of change delivery.

Consider how technology may connect processes and systems. The “ping” of a message that has been delivered and received correctly is one of the crucial aspects.

Processes and technology are created by people. People must concentrate on including the “ping” – ensuring that message is received as intended rather than just transmitted. For instance, how many times does our communication resemble the “message in a bottle” approach, where we toss something out there and hope it reaches the intended audience in the way we want it to?

Sending a slide deck isn’t communication unless it’s accompanied by a closed-loop of follow-up.

For effective change management, we should apply the “ping” technique in our organizational and interpersonal communications.

Summary

• Alignment, balance, and communication are the ABCs.
• Keep in mind that the slide deck isn’t ‘the change.’
• Be aware of the potential for your organization’s culture to influence Change Management delivery in both positive and bad ways.
• Implementation is nothing without Strategy and Execution: delivering the anticipated advantages.
• Take some time to think about it. Your Change Management Plan was good at the time of its creation, but that was then, and this is now. When reality has changed, why “get back on track”?

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com