Checklist Series - How To Lead Change (Part 2)
This is the second of our Checklist series, where we provide ready reference methods and pointers to help guide you through crucial processes. In part 1 we looked at how to form a change team, how to create a vision and how to consult with affected parties. In this list, part 2, we look at communicating, planning and monitoring change.
You can read part 1 here.
Communicate, communicate, communicate to overcome resistance and get buy-in
o Anticipate who may resist and for what reasons.
o Be prepared to remove or convert de-energising people.
o Commit early on to open, honest and complete disclosure.
o Start with the big picture - what is changing and why.
o Educate people about the change beforehand, describing the need for change and the reasons why - the rationale behind the decision.
o Present the brutal facts.
o Surface misunderstandings and clarify them rapidly.
o Create opportunities to listen and offer emotional support.
o Offer incentives to resisters.
o For those in denial be clear, direct and assertive. "The change is real, has started and is a directive from the top." For those further along, be participatory, inviting feedback and ideas.
o Let employees know how you intend to update them as change unfolds.
o Let people know that a maelstrom of emotions is normal.
o Be present, eat lunch in the cafeteria, answer questions, and gather information on how people are handling the change.
o Appeal to feelings, use vivid compelling examples.
o Ask people what leaders are doing to help or harm the change process as it unfolds.
o Celebrate advances and accomplishments.
o Realize that no amount of top level support is too much.
o Reward the right kinds of behaviour and censure the wrong ones.
Plan the change well
o Analyse the change initiative using Kotter's strategic continuum to determine best pace.
o Break the change down into discrete phases complete with interim goals - "chunking".
o Create clearly defined accountability to progress goals and objectives. Use cross-functional goal-setting.
Monitor progress
o Hold formal reviews no less than 8-weekly with top management.
o Change team members must watch vigilantly for attitude relapse.
o Measure energy levels of key leaders.
"Interpret what's going on for people and explain what it means for them in specific, concrete terms." Jeannie Duck Daniels
"The major obstacle to organisational growth is managers' inability to change their attitudes and behaviour as rapidly as their organisations require." Peter Drucker
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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