Successful change? As if

A better approach to ensure success

Successful change is almost as elusive as golf’s hole in one. It occasionally happens but usually to someone else and never twice in a row. Models for change management are numerous and purport to provide the right formulae for success (think Lewin, Kotter and ADKAR as examples). The magazine strategy+business published an excellent online article that offers a dose of realism and advocates for a more flexible and inclusive approach.

Does the following sound familiar? Top level leaders conceive a change, discuss it at administrative level, then go through a series of “town hall” meetings with staff to convince them of the need and benefits and maybe solicit feedback that involves only minor tweaks to the plan? Is it no wonder change is typically and spectacularly unsuccessful? The authors of the article give some ideas that supplement rather than replace traditional change management approaches. In summary, the key factors are:

There are no easy answers.
Rather than launch a political campaign to win “hearts and minds,” leaders need to participate in “a dialogue about the potential implications of the plan.” Recognise the people tasked with implementation and change management know more about the implications than you do. Ask employees to brainstorm about how to make it work and then adapt the plan.

Avoid the temptation to rush in.
Engage in frank conversations and work together at the early stages of conception rather than impose change. This takes time, but the investment pays off with more ownership and less unexpected hurdles along the way.

Engage with the “other side.”
Actively seek out resistors, as they “often have clear, important messages that leaders would do well to head.” This helps to achieve real commitment from the people at the front line of change. Remember, “the leader’s task is to create an environment in which different perspectives can be fully explored consciously and collectively.”

Model vulnerability and lack of omniscience.
This may be hard for many leaders, but modelling openness invites people to speak candidly. This is when leaders hear the really important stuff.

Engage both peers and top leaders.
Remember, senior leaders share the global view and frontline workers the details. Understanding both is crucial to an effective change process.

Yes, this change management process does take longer, but by involving more people, gaining more perspectives and details, it’s worth the effort.