Change is constant, sadly, companies constantly screw up change. On-going pressure of competition, customers, and technology is a highway to hell – thank you AC/DC – paved by half-baked, leadership expectation that people can manage to want to constantly change. Change is not a formula or recipe or one-time check list. Multiply effort to understand constant change, times five, for better change management.
During my career, I have had more expectation to “get it done” than to “get it accomplished”. A recent request came to create a guide for others, specifically project managers, to adopt a self-directed approach for them to account for successful change management.
I believe change management, no, not the Information Technology change management, but the behavior-driven change management critical to organization transformation, is more about articulating why we do something, than what we do.
Not a checklist.
Not a recipe.
Not a formula.
Not a technology.
Change management is more about the values and principles than any tool, chart, or list to get through. There is more focus involved in gaining trust than hocus pocus.
Expectations for that guidance continues for others to know what to do, even when they do not know when to why to do it. So, here is a recent effort to move from effort of one, to the effort of sum (some) committed level of engagement and development. For practical management, let’s call it 3 x 5 change. Those looking to check the box that they sent one email, to all people need to look over the rainbow for their solution.
3 x 5 = Change Guide
More successful change management is a guide to uncover, account, and enlist a method to cascade ownership and multiply awareness through:
- 3 levels that participate in change and
- 3 channels to communicate change and
- 3 times to communicate change and
- 3 messengers to convey change and
- 3 metrics to measure change
Of course the above is not only team-related, but expected to account for cross-functional efforts.
Checklists make the world go around, but, support the above checks with the below guidance.
Sense of Urgency
Customize and create communication relevant for each level and level set a sense of urgency:
- Why the change,
- How the change will get implemented,
- Who will change the way they work,
- When to expect change, and
- What will change, as well as what will stay the same
Cascade the case for change within each function and specific to role:
- Leadership or direct management,
- Team lead, and
- Individual contributor
Reinforce consistent communication multiple ways:
- In-person discussions,
- Team meetings,
- Emails, and
- Announcements
Constant Change Train
Identify accountability for compliance, governance, and transparency, specific to:
- Leadership/Management,
- Team Lead, and
- Individual
Learning and Development should follow 70:20:10 model in absence of better approach to the way people forget:
- On-the-job work with colleagues and challenging assignments. Formal space to convert practice, and
- Mentors, coaching, and collaboration. Modeled application of work, and
- Formal learning through self-paced, e-learning, instructor-led
As with the organization in question, I do hope there are elements of effective change and engagement and that the above proves a helpful guide as there is no recipe for change management. But, there may be a formula in change management to consider.
Links throughout may provide further context.