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Path to Change

Re-org with Care

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Restructuring, strategic redirection, quality programs, work flow redesigns … the efforts at change go on and on in many organizations, but few leaders know how to lead and execute change effectively. (Seventy percent of change attempts fail, according to studies.)

Organizations waste valuable resources by not achieving targeted change goals, including their opportunity to grow and deliver results that may be critical to success. Leaders also lose credibility when their changes go by the “flavor of the month” wayside.

What can be done to improve the odds of developing a change initiative that is ultimately successful? One key is effective sponsorship (particularly for complex, large-scale change programs that affect the entire organization).

Sponsorship is a term applied to the role of the individual who has the power to sanction the change, and it requires the necessary influence and authority to legitimize the change.

I caution sponsors of change to be realistic about the manageability of the projects they take on because success will depend on their time, attention and commitment.

Here are the fundamentals sponsors need to provide:

  • Clear, consistent and enthusiastic communication (passion to engage hearts and minds!) articulating the vision, goals and necessity of the change.
  • Necessary resources to make the change happen (time, money, equipment, training, people, etc.).
  • Persistent attention to the project.
  • End users’ input and involvement in creating the plan.
  • Reinforcement, rewards or consequences (expectations minus consequences equals wishes) for both success and failure.

Typically, when change initiatives get stuck or aren’t going well, it’s often a result of poor sponsorship. Failed change programs often share common elements:

  • Management failed to clarify the importance or priority of the initiative. (Complacency often results when there is no sense of urgency.)
  • Management demonstrated a reluctance or unwillingness to deliver consequences around success or failure.
  • Management was ineffective in dealing with the resistance to the change and/or was unwilling to sacrifice for the change.
  • Management failed to identify for people a) what’s happening and why, b) how it will affect my job, and c) what’s in it for me?
  • Management failed to provide direct reports with clear expectations.
  • Management failed to plan for the systemic effect of the change.
  • Management wasn’t aligned top-down.

Another critical role required for successful change is that of the supporting managers assigned to deliver and execute details of the plan down through the organization.

Too often these managers aren’t consulted or included and, therefore, are not “on board” with the change. Without alignment and reinforcement by middle managers, most large-scale change is doomed to fail.

While the president (or other senior executive) may be the primary “sponsor” of a change initiative, it is the middle managers below them that now take on the role of sponsoring the change to their underlings.

Success or failure often resides with these individuals — in the end it’s the boss who defines for the “doers” of the change whether or not it is important that it gets done.

Sponsorship must be delivered consistently through the organization — top to bottom — for change to happen. Senior leaders should expect change and compliance only to the degree that immediate supervisors require those under them to make the change. Sponsorship works in layers — and by organizational design, sponsors can only “sponsor” or reinforce change with those who they have hire-and-fire authority over.

Often individuals get tasked with implementing change who have no authority over those required to make the changes (as is often the case for those in HR or IT). These “agents” for change will only be effective to the degree they are well-sponsored, which is why many of them find managing change so frustrating!

Finally, sponsors need to involve and seek input (clarifying obstacles to success, and effect on the department or individuals) from the end user — those making the change/doing the work. Wise sponsors are unwilling to ignore bad news and make necessary adjustments from users’ input.

Without effective sponsorship, individuals will not typically embrace the change nor make the effort required for it to succeed. Instead, they react predictably with resistance, denial, interdepartmental bickering and/or avoidance of those trying to implement the program.  I can help you become a more effective sponsor of change.  I coaching leaders anywhere in the world via Skype.  Email me: mmoriarty@pathtochange.com or call 360 682 5807 for my help.

 

Change is coming — you need to change with it

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How do you react to change? Your answer may affect your career — more than you might believe.

“Resilient” individuals are recognized for their ability to absorb change more effectively than their less resilient counterparts; they adapt to change positively, keeping their composure, without the change negatively affecting their emotional, mental or physical well-being — or of those around them. Less resilient individuals tend to react with fight (emotional outbursts, passive/aggressive behavior or sabotaging the change effort) or flight (“I hit the job boards the day I heard the news.”).

Ambiguity is everywhere. The workplace today is full of changes, uncertainty and complexity from changing work flow, processes and overlapping roles to reporting structures and new information/technology systems. The rules of how to succeed in the workplace are changing. Companies place a high value on employees who can adapt to all this change successfully. The winners will be those who are identifiable for their adaptability and resiliency — those seen as effective, optimistic, supportive and proactively seeking solutions. The losers will be those seen as being overwhelmed, putting up roadblocks to success, paralyzed, “stuck” and resentful.

Dr. Spencer Johnson illustrates the importance of anticipating and adapting to change in his simplistic parable “Who Moved My Cheese?” The book is full of cheese (change) nuggets:

  • “If you do not change, you can become extinct.”
  • “Smell the cheese often so you know when it is getting old.”
  • “Movement in a new direction helps you find new cheese.”

The cheese story reminds us to embrace change vs. becoming immobilized or traumatized by it. Simply put, change is coming — so get over and on with it!

Adaptability has become a workplace buzzword — and a key hiring standard. Staffing for all this change has become important. I counsel job candidates to prepare a story that demonstrates their “adaptability” for interviews. Employers equate the ability to deal with uncertain and unfamiliar situations as key to potential success in positions. Being seen as the one who “makes it work” may be the difference in getting the job or promotion.

While easier said than done, here are a few ways that employees and managers can increase the odds of adaptability and resiliency:

  • Self-awareness is essential. Be aware of your emotion to the change but “choose” your behavior in how you react to it. Extreme negative reactivity can — and will — hurt your career.
  • Communicate to management your desire to learn new coping and adaptability skills. Demonstrate you are willing to improve and change. Ask what training or coaching is available to you to become more valuable to the company.
  • Develop an open mind. Be curious — ask questions. Explore and consider vs. deciding quickly or rigidly planting your stake in the ground. Change often opens up better and new opportunities.
  • Be proactive. Take action given calculated risks and have a plan for problems. Remember — it’s not IF problems will come up — it’s how you deal with them that makes all the difference.
  • Remember Ben Franklin’s wisdom: “The definition of insanity is doing the same thing over and over and expecting different results.” Be identified as one who challenges the status quo and provides solutions (you will stand out from those who hide behind, “It’s always been done that way.”).
  • Identify the positive opportunities and keep a big-picture perspective. Just because your company just got taken over doesn’t mean disaster — it may mean good riddance to processes that have been getting in your way of success.
  • Attitude is everything, and humor helps. Scream in your car (not your cubicle) and try viewing the change as another *#@*! growth opportunity!
  • Be compassionate. Empathy and understanding that change can be “scary” and uncomfortable can go a long way toward soothing ruffled employees. Back those willing to challenge the status quo (good leaders pave the way for their people to be successful).
  • Be “coachable” — professional coaches or supportive mentors can help.
  • Be a lifetime learner — stay current. Keep adding to your knowledge and skill base. Those that stagnate will not thrive in the new order of the workplace.
  • Accept it and embrace it. Change is coming — it’s inevitable.

Adaptability also means being creative to find solutions that work. Most organizations can’t afford to carry those who fight them tooth and nail over changes to improve the business. If you aren’t moving forward, someone else is passing you by.

Invest in yourself by hiring me as your coach! I can help you learn, develop and grow your leadership and emotional intelligence abilities.  I coach leaders all over the world via Skype.  Call me:  360 682 5807 or email: mmoriarty@pathtochange.com