Sometimes I forget. I forget that there are folks that are just starting to learn about “change management” and what it takes to lead and realize successful change. I just wrapped up a conference call where some folks clearly had never been exposed to the basics of change management. The “basics” or what I refer to as the “surface level formula” consists of six key concepts. Here’s an excerpt from my book/toolkit, Lead Change by Design: A Toolkit to Make Ideas Happen, that describes these six key concepts.
There are multi-day surface level change management certification courses that tell you six things (and it will cost you about $3000 to learn them):
- You need influential people on board with your change. Conventional change management literature uses corporate speak such as “develop your sponsorship model” or “create a guiding coalition.” Let me cut to chase. You need some kick ass influential people to get behind your change. I’m not just talking CXOs; I’m talking about people both in terms of position authority (these are your CXO like folks) and even more important, people with personal connectedness—you know, those folks in the trenches that others look up to. You get these guys and gals in the trenches to support your change and I guarantee you’re life will be a lot easier.
- Tell people about the change (the WHAT). What is this change about? Don’t sell me on it, just tell me about it. Tell me what is and what needs to be.
- Tell people why we need to change (the WHY). When change is introduced, people wonder, what’s in it for me? Will I win or lose? Will I look good? How is this going to impact me personally? Is this picture I am going to be able to succeed in? Does this change make a difference?
- Tell people how this is going to work (the HOW). How is this really going to work? What are the steps? Have you thought this out from my point of view? Have you thought about the details? How will I be trained?
- Communicate so folks know the WHAT, WHY, and HOW multiple times, through multiple media, in various forms. There is so much noise and distractions that people don’t always catch the message and realize the importance. Furthermore, if people hear something once, they don’t necessary remember they did, or internalize what it means to them. Just because it has been said doesn’t mean it’s been heard. Use redundancy.
- Understand two things that are needed for people to change. First: People need to be motivated to support a change personally (what’s in it for me?); socially (the universal truth that people like being in synch with their peers), and structurally (think systems and procedures that need to support the change). Second: People need to have the ability to change. They need the knowledge and skills to support a change. Knowledge+skills = ability.
There. I just saved you $3000 dollars for your change management certification course and you’ve got the basics. The difference between what I write here and what you would experience at a conventional change management course is that you would get a BIG binder of templates and assessments at a change management course. I’m not a believer in templatizing or assessing your way through change. I’m not into busy work and lengthy templates that people spend countless hours on and then no one looks at. That’s not useful.
What are your thoughts? Where would you start with someone new to change management? Where would you start with someone that is trying to realize successful change in their organization? If you’re new to change management, what questions do you have about the projects you’re working on?
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Well thought and formulated Melissa!
To practise these 6 basic steps in change management though needs a lot of training.
I. e. learn to do it – not just know it. So for most of us there is hard work to 'master' each of these basics!
Warm regards,
Karl Erik http://www.manconsult.net
Thanks Karl and welcome to RIVERFORK! You're right – it takes practice, learning, refining, and more practice to be competent. It reminds me of riding my horse. I have a coach that can tell me about the basics of riding but time in the saddle and ongoing practice and feedback are what lead to competence.
Cheers!
Melissa
Melissa,
A great consolidation of the basic change process. Thank you, I'd like my certificate now, please! I think you might be missing some key buzzwords like alignment and engagement, but those would probably appear in the advanced certification course. =)
Before starting on the how of change management, I like to focus on the what first. Clarifying what you are really trying to change goes a long way toward figuring out how to do it. And yes, I have a workbook for that called Change Starts Here, which happens to be free athttp://www.enclaria.com.
Heather
Heather,
It's great to have you comment on my blog post. Thanks! I'll get you your certificate. ; ) Thanks for the pointer to the workbook as well. I'll check it out.
Cheers~
Melissa
The only thing I would add are what I call the good project mgmt techniques: recognition, reinforcement and learning (& changing) as a result of post mortem reviews. These things HAVE to keep going, or your project has a greater probability of failure.
Where to start with someone new to Change Mgmt? They need to understand that it is like matrix management… Looking at your Steps or Prosci's model (Awareness, Desire, Knowledge, Ability, Reinforce) vs who needs to be involved will give someone the sense of the complexity.
Good post! thx.a.
Hi Anne,
Thanks for the comments! I appreciate your builds.
~Melissa
Hi Melissa -although barriers, motivation, executive consensus and a project plan are all very important, I find that your point about "Who?" is the deal breaker. Very often, people who have a tangential relationship to the change can damage it's effectiveness, simply because they were not included in the process. Democracy, for it's varied flaws, still has a dramatic impact on change acceptance. I have spent scores of hours with people who, on the surface, have nothing to do with the direct change (take call center software for exemple). Yet these technical people and financial people are impacted and thus wll react. Gain their buy-in, show them the 'possible future' (my term) and momentum will build. They often sell the change once they understand the benefits to the organization (your Why? – See McKinsey, Psychology of Change, 2003).
Hi James,
Thanks for your comments and insights. Building relationships and collaboration will always be at the heart of successful change. Cheers!
~Melissa
Hi Melissa -although barriers, motivation, executive consensus and a project plan are all very important, I find that your point about "Who?" is the deal breaker. Very often, people who have a tangential relationship to the change can damage it's effectiveness, simply because they were not included in the process. Democracy, for it's varied flaws, still has a dramatic impact on change acceptance. I have spent scores of hours with people who, on the surface, have nothing to do with the direct change (take call center software for exemple). Yet these technical people and financial people are impacted and thus wll react. Gain their buy-in, show them the 'possible future' (my term) and momentum will build. They often sell the change once they understand the benefits to the organization (your Why? – See McKinsey, Psychology of Change, 2003).
You are dead on with your advice! Having managed organizational changes and the communication processes for HR departments for the past 18 years I can tell you:
1.If people have skin in the game, and know it, they will change!
2.Most Employees (99%) want to do a good job!
3.When given direction and a compelling reason they will drive you there!
4.You need to communicate and re communicate your messages over and over and through several layers of
management, including what you outlined: The WHAT, WHY, and HOW multiple times!
Great article, I am glad I found you!
Why thank you kind sir. I'm glad you found me too! I accepted your LinkedIn invitation and I look forward to further discussion.
Cheers!
Melissa
Change management is essential for each and every employee. As per the ADKAR model there are five specific stages before change can occur. They are Awareness, Desire, Knowledge, Ability and Reinforcement. Vineet Nayar in his book ‘Employees First, Customers Second’, talks about change through four tenets. Creating the need for change is the first step. After which a culture of change is fashioned by encouraging trust through transparency. Employees are then transferred to the value zone by inverting the organizational pyramid. Change is transferred to the employee by recasting the role of the CEO.
Kavita,
Thanks for the comments. You speak to exactly why I titled this article the "basics." Sure, we know we need to create awareness, desire, knowledge, ability, and reinforcement. That's been written about in the field of change management field for years – well before ADKAR was introduced. The hard part is creating the motivation (desire) when there is none – the HOW. Sure, I can tell you that you need to create desire with those impacted by the change, but if I don't give you tools and skills to influence and motivate and inspire people to care, you're stuck. The "basics" barely skim the surface for what it takes to lead and realize successful change.
Thanks again for the comments!
Melissa