Checklist Series - How to Lead Change (Part 1)
In this, the first of our Checklist series, we provide ready reference methods and pointers to help guide you through crucial change processes. How to lead change is a large topic so we have divided it into two parts. Here we look at how to form a change team, how to create a vision for the change and how to consult with affected parties. Part 2 will look at communicating, planning and monitoring change.
First, form a change team
o Free the members up from traditional roles to spend at least 50% of time on change projects. Take away some of their regular work.
o Link the change team well with the formal structure.
o Have the change team report to the top team.
o Be clear on the benefits of joining the team.
o Ensure the team is developed for its task.
o Clarify the role of the change team thoroughly for the whole organisation.
o Build strong relationships between change agents and line staff. Make connectedness and communication mandatory.
o Recruit members who...
- are respected high performers
- are self-effacing, don�t crave the limelight
- are analytical and methodical
- have excellent interpersonal skills
- persevere in the face of challenge
- handle conflict constructively and skilfully
- are a balance of young and more seasoned people
- are problem solvers
- are organisationally savvy
- will accept responsibility for decisions
- are highly motivated
- can tolerate ambiguity
- are credible
Cast an aspirational vision
o Break the vision into 3-6 key themes and initiatives.
o Spell out what it will look like at different stages on the journey.
o Use To-From messages.
o Use metaphors, analogies and symbolic stories.
o Share feelings in an open honest way.
Consult widely
o Engage others, particularly middle managers. Use facilitative questioning.
o Hold forums for idea-generation. Establish disciplined processes for developing ideas.
o Use top-down and bottom-up communication - 'bookending'.
o Involve the potential resisters.
o Ultimately, coercion may be needed for some.
"Reorganisation is usually feared because it means the disturbance of the status quo, a threat to people's vested interests in their jobs, and an upset to established ways of doing things. For these reasons, needed reorganisation is often deferred, with a resulting loss in effectiveness and an increase in costs."
John Kotter
Do you want to create a change team? For more information about how Nexus Partners can help, email us or call on 0800 4 LEADERS. More information is also available here.
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