How to Lead Change When You Don’t Have the Time

Phil Buckley

•Pace of change is no longer newsworthy•If you are not growing you are shrinking•Ability to manage change is a core organizational skill

30%1995

30%2000

30%2005

30%2010

Success rate of change programs

McKinsey & Company

ORGANIZATIONS AND CHANGE – 5 Success

Predictors

• How is the VISION different, better and more compelling?

• Are the leaders PERSONALLY COMMITTED to the change?

• Does the organization have the CAPACITY to make the

change?

• How INGRAINED is the current CULTURE?

• Will the change DELIVER the OUTCOMES?

PEOPLE AND CHANGE – 5 Truths • People decide if a change will be

successful (not leaders)

• They react differently to change

• They must change how they think before they change how they act or behave

• Leaders must change first before people will (and everything they do counts)

LEADING CHANGEWhen You Don’t Have the Time

•Many leaders quickly launch a change initiative without defining and creating the environment that will help people take on new ways of thinking and acting

•They fail to follow three simple steps that engage people and enable the change

GETTING PEOPLE TO CHANGE

1.Give them reasons to engage

2.Give them ownership of “the how”

3.Enable the change

1. GIVE THEM REASONS TO CHANGE

How will this change make the organization better?

How will it make their lives better?

How will their efforts contribute to the change?

GIVE THEM REASONS TO ENGAGE

2. GIVE THEM OWNERSHIP OF “THE HOW”

Benefits of Participation

• Increases sense of control, which reduces fear

• Builds buy-in and commitment – people follow what they create

• Identifies barriers to change

• Increases quality of implementation

•Share objectives and requirements

•Ask them to define “the how”

•Review team recommendations

•Align on those that make sense

•Assign accountability for implementation

2. GIVE THEM OWNERSHIP OF “THE HOW”

3. ENABLE THE CHANGE

•Set expectations – progress over perfection

•Provide training if required

•Allow time to practice

•Go first – model actions and behaviours

•Acknowledge and reward progress (small wins, small rewards) – build confidence

•Hold feedback sessions – what’s working, what’s not, what adjustments are needed?

3. ENABLE THE CHANGE

HOW TO GET PEOPLE TO CHANGE

1. GIVE THEM REASONS TO ENGAGE

How will this change make the organization better?

How will it make their lives better?

How will their efforts contribute to the change?

2. GIVE THEM OWNERSHIP OF “THE HOW”

State objectives and requirements

Ask them to define “the how”

Review team recommendations

Align on those that make sense

Assign accountability for implementation

3. ENABLE THE CHANGE

Set expectations – progress over perfection

Provide training, if required

Allow time to practice

Go first – model actions and behaviours

Acknowledge and reward progress (small wins, small rewards)

Hold feedback sessions – what’s working, what’s not, what adjustments are needed?

HOW TO OVERCOME RESISTANCE

AND MINIMIZE CHANGE FATIGUECHANGE

FATIGUE

How do I OVERCOME RESISTANCE to the change?

WHAT WORKS•Build in as much certainty as you can – reduce fear by reducing the unknown•Own the change – it’s the right thing to do versus “My boss said.”•Address resistance head on – honest and candid dialogue is the most effective way to neutralize concerns•Focus on the facts•Encourage people to share their concerns – they might be valid•Thank dissenters then ask for their advice•Draw the line between opinions and obstruction

How do I minimize CHANGE FATIGUE?

WHAT WORKS•Track all change projects together – map all commitments•Identify resource gaps – raise them early•Negotiate deadlines – balance requirements with resources•Avoid “just over the horizon” communication•Acknowledge people are working hard•Make it up to them in small ways – accommodate schedule conflicts•Give ownership of “the how” – of work management

GETTING PEOPLE TO CHANGE

1.Give them reasons to engage

2.Give them ownership of “the how”

3.Enable the change