…… but that is not as simple as it sounds!
Change Management does not have to be complex
Delivering effective organisational change management is simpler than we have allowed it to become.
One of the main ways we allow unconscious, (maybe not so unconscious), complexity into our approach to Change Management is allowing ourselves to become confused by carefully crafted slide presentations. The challenges associated with promised delivery and value-realisation are where the “heavy lifting” starts….and continues.
The PowerPoint slides are not the change, the Change Management Plan is not the 'delivery realities'. As a moment’s reflection, is there a difference between the Change Management Plan and Change Management Planning? What is your organisation’s culture regarding the reality of when “the Plan” differs from “Delivery Reality”?
Taking necessity as being a powerful positive force for change: think of the technological and organisational changes driven by the pandemic. How many of these changes were in the relatively “slow cooker” before necessity turned up the heat?
How clearly has the necessity for organisational change been - and being - communicated internally and eternally within your Change Management Plan and Planning processes?
Some questions to ask yourself;
- How are Change Management communications channels aligned with each Change Management workstream?
- How are the communication themes aligned for simplicity, clarity and consistency of message with the intended audience(s) in mind?
- How do these ongoing communications focus on the individuals affected by the change? After all, it is “all about me”. The skill is defining and aligning the highly personal interpretations of the change impact?
These questions may have an element of common sense to them and, personally, I think that’s ok. Here’s where common sense becomes something just a bit different: if all these are just common sense, ask yourself, do your Change Management activities score 100% for communication effectiveness? e.g., For all the people affected by your Change Management activities, what do you reckon the chances are that everyone is reading the same book, at the same level of understanding? Perhaps far less than being on the same page?
Now for the ABC! To avoid simple becoming complex
A = Alignment
B = Balance
C = Communication
Most Change Management activities would claim to have ABC sorted. Here’s a consideration: most organisations are good at creating a Change Management Strategy. These same organisations are less good at the execution of said Strategy and even less good (factor of x3 here) at the implementation of the Strategy.
Execution and Implementation are treated separately here. They are related, however, the separation is another consideration;
Think of execution and implementation separately:
- execution being the planned activities to effect the change
- implementation is where the executed changes, new processes and technologies have been delivered to the point where the expected benefits are being realised - with the changes embedded in the mindsets, behaviours, and day to day activities throughout the organisation.
ALIGNMENT:
Is everything required for the planned change/s in-place? If the answer is “yes” at this point in time, keep a careful watch that resources of any definition aren’t “spirited away” while you, as the Change Manager, are focussed on other activities.
If “no” ensure there is a robust, functioning, and transparent Risk & Issue Management process fully supported by senior sponsors.
BALANCE:
One approach is to think about the practicalities of change cadence. A different level of attention and work will be required depending on the delivery focus. Successful Change Management delivery is skilful management of both “words & music” of the Change Management planning process. For example, the words of transparent Change Management delivery status may be ok, though the music may not be in synch: I wonder how many of you use RAG Status? Red= stop, Amber= continue with caution and Green = carry on as is. How many work in organisations that are “colour blind” depending on the situation and/or audience?
This is an example of where simple becomes complex!
COMMUNICATION:
George Bernard Shaw, amongst others, has this attributed to him:
“The single biggest problem with communication is the illusion that it has taken place.”
What do you have in-place to ensure as far as possible as a Change Manager that you are dealing with reality rather than an illusion?
Most organisations are relatively better at sending information rather than receiving it. This is that common-sense thing again but not so common-sense in the reality of delivering change.
Think about technology communicating between processes and systems. One of the key elements is the “ping”, of a message that has been sent and received in the way intended.
People design process and technologies. ‘People’ need to focus on building in the “ping” – Make sure communication is received as intended and not just sent. As an example - How many times does our communication equate the “message in a bottle” approach, throwing something out there, hoping it’ll reach the intended audience the way we intend.?
Sending a slide deck is not communicating unless there is a closed-loop of follow-up in-place.
We should use the “ping” approach in our organisational and interpersonal communications for effective delivery of change management.
Summary
- Apply ABC: alignment, balance, and communication
- Be conscious the slide deck is not ‘the change’
- Be alert to the potential for your organisational culture to have both positive and negative impact on Change Management delivery
- Strategy and Execution is nothing without Implementation: delivery of the expected benefits
- Take time to reflect. Your Change Management Plan was sound when it was created however that was then, this is now. Why “get back on plan” when reality has shifted?
Contact the Author
You can email Bob Black directly here
