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Making Change Work
Randy G. Pennington
A classic Far Side comic shows a dinosaur addressing a group of his peers. The caption reads, "The picture is pretty bleak, gentlemen. The world's climates are changing. The mammals are taking over, and we all have a brain about the size of a walnut." Constant change that repeatedly challenges the ability to survive is an accepted part of today's business environment. The ability to successfully implement that change is a different matter.
Why change does not work
Every organization is littered with examples of new initiatives that promised to forever alter the way things are done. Most failed to achieve desired results. That failure can usually be traced to at least one of the following reasons:
- They used the wrong approach. Change in most organizations begins with someone dictating the new direction. This often follows a leadership retreat, professional meeting, or case study in the leading professional journal. Once the change has been determined, a policy is written and/or a memo is sent. People are occasionally trained, and we assume things have changed. Unfortunately, it is not that simple.
- There was no compelling business reason for the change. Leaders who adopt a change for the sake of change find their competence called into question. The organization's latest initiative is viewed as another "program of the month," and even necessary changes are stonewalled without a compelling business reason that contributes to the mission.
- The change was sold from on high rather than communicated from the trenches. Support from the top is critical for a successful change. Most people, however, want to know how the change is going to affect them on a day in day out basis. The best person to share that information is the immediate manager.
How to make change work
A good attitude and the willingness to accept change as part of organizational life are starting points. But, making change work is more than telling people to keep their chins up.
Effective leaders must add the ability to create a sense of urgency and navigate change to an already growing list of competencies. It is both a skill and an art. The following five steps provide direction for the skills. The art of leading change, however, comes from knowing when to use the correct skill. It requires experience and an intimate knowledge of what makes your organization tick.
- Create a sense of crisis or urgency of opportunity. The easiest approach is to create a sense of crisis. However, impending doom can be invoked only a limited number of times before individuals ignore the warnings and the leader loses credibility. A more positive approach is to create a sense of urgency based on a compelling vision that captures the spirit and imagination of what can be accomplished in the future.
- Show people a solution. A sense of urgency without a plan to achieve it creates confusion, fear, and complacency. An articulated solution for getting from where you are to where you need to be builds the momentum for change by creating confidence, increasing feelings of security, and focusing action. A complete solution is not necessary prior to beginning a change. An understanding of where you are, where you need to be, the initial steps to be taken, and the process for determining subsequent action is enough.
- Begin communication and discovery in advance and with many people. Change initiatives are often rumored long before they are communicated. Waiting until the final implementation to begin communication allows detractors to undermine your efforts and shortens the time frame to build support. Communication should begin early and continue at regular intervals through the final implementation. The immediate manager should be the primary resource with support from other areas. The communication should address what the change means for the work group; what the manager thinks about it; the implementation plan and evaluation strategy; and an opportunity to ask questions.
- Create opportunities for ownership. People support what they help create. Creating opportunities for ownership could include using a cross section of affected employees on a design team that develops implementation plans, using team meetings to brainstorm responses to announced changes, and providing education that enables individuals to be more successful once the change is made. Many successful organizations create opportunities for ownership by sharing performance and financial results with employees at every level and freeing them to initiate the changes necessary to achieve the vision. This makes on-going change a natural part of the environment.
- Accept change as a continuing process. The best organizations do not change for the sake of change. They constantly evolve to improve their ability to meet customer needs. Each change is just another step in the process of adapting to today's opportunities and challenges.
An evolutionary approach to change …
- Explains what is and what isn't over: Some things never change no matter how drastic your latest initiative.
- Respects the past: Past practices should be accepted as right for that time while recognizing that times change.
- Ensures the "important stuff" continues: What is the important stuff in your organization. Whatever it is, it must continue after the change has been implemented.
- Sets the stage for the future: The change you implement today will open your eyes to new challenges as well as solve current problems. It is another step in helping you evolve and adapt.
- Recognizes its day will end: The business approach that was discarded today will return with another name and a few new twists. The only organization that never changes is the one that ceases to exist.
Dinosaurs dominated the Earth for more than 150 million years. Despite the many theories to explain their extinction, the reality remains that they could not adapt to their changed environment. Perhaps they needed a leader who understood how to make change work.
This article may be downloaded for personal and professional development. Copies may be shared within an individual organization. All other uses of this material are strictly prohibited without written permission from the author. Portions of this article first appeared in Executive Excellence in October 1999.
Randy Pennington is a consultant, author, and speaker in the areas of leadership, values-based performance, and organizational effectiveness. Contact via telephone at 972/980-9857; or e-mail Randy@penningtongroup.com.
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