Many job descriptions routinely mention change as one of the competencies in the posted openings. This is particularly true for senior management and executive positions. When those who come from technical background, especially from IT and software disciplines, see this phrase: Familiarity with change management, especially with large-scale change is a plus, often confuse this statement with what they have routinely done in their jobs. This change entails making changes to the software applications and managing the configuration to make sure that there is clear traceability of the upgrades for support and tracking purposes.
When a job description requires experience with change management this is not the change in question. Rather, it is the organizational change that must be made to improve things and to streamline operations. There are many change initiatives—large and small—that pervade an organization, many of which take place as if they were a part of everyday jobs of those engaged in it and those that will be affected by it. Such changes are often communicated by emails, departmental meetings, or even through town hall meetings if the change is organization wide.
Yet, despite the scale of the change most change leaders underestimate what it takes to lead change and to successfully take an organization in a new direction as intended before such a change is undertaken. In fact, according to some estimates nearly 75% of large change initiatives fail to deliver their promise. Interestingly, many of these initiatives involve software changes such as ERP systems, and new IT infrastructure or even brand-new technologies.
Why is that?
When a change needs to take place there are two integrated parts to it that are welded together: One part is the technical change and the other, social. By technical I do not mean just the technology, but the underlying reason that may entail a better technique of doing things differently. Most leaders, especially those shepherding the technical side of the change focus so heavily on that part of it that they routinely underestimate or even ignore the social side of the change. Any organization is a collection of social elements, such as groups, teams, and individuals, who carry out the duties that results from their working within the organizational systems. When changes are made to these systems people’s work is affected and they need to learn or re-learn how to incorporate that change in their new routine to make the overall change effective.
So, what are the guidelines for managing change initiatives that will increase your chances of success stemming from such a change. Here is a partial list:
1. If you are the leader spearheading a change initiative of any size, first understand the reason for change and its scope. You must be able to articulate clearly the mission for the change so that those affected by it are not just clear about it, but are excited to both see the change and be part of the change. Once clear, socialize the plan with those affected by it.
2. Before proposing any change understand the overall system that is being changed and how it is going to respond to that change. The system includes both the technical infrastructure and those who rely on it for their everyday work.
3. Recognize that almost any change results in an immediate setback at first. So, when you are making a change to improve some factor in an organization such as speed, efficiency, cost, or customer experience the immediate response of the system to such a change is exactly the opposite to what you would expect. This is normal. This happens even at an individual level. A case in point: long time ago when using a computer keyboard I used the hunt and peck method, which gave me a speed of 20 wpm. So, I decided to learn the touch method. During this process—a change at a very individual level—my speed dropped to 15 wpm. It took me some time to continue using the new method to increase my speed, which is now over 50 wpm. A naysayer would have given up the new method because the immediate results were negative!
4. Find thought leaders and champions throughout the organization where change is being installed. Get their thoughts on how to implement change and get them to evangelize this change among their peers and naysayers. Acceptance to change at the lowest levels of the organization is important for the change to take root.
5. To accelerate the change process, do not start with where you are, but start with where the recipients of the change are. Use their language to communicate how the proposed change is going to benefit them and how their lives will be better once the change has taken root.
6. Recognize the need for training for those, who may have to learn a new skill as a result of the change. Also, if there is any headcount reduction or restructuring, do not hide that fact until after change is being rolled out. Announce that early and make arrangements for those affected to assure them that you are aware of their anxiety.
7. Do not expect everyone to jump on the change bandwagon on day one. Some doubters will continue to operate in their old paradigm hoping that the change is a fad and will run its course. If people are not coming on board with the proposed change get rid of the diehards after some diligent efforts on your part.
8. Trumpet successes as change is rolled out. In the initial stages of the rollout the rumor mill can overwhelm the organized plan and can vitiate the process.
9. Do not exaggerate successes. People talk and soon they will discover what is really going on and it will undermine your credibility and that of the change you are rolling out.
10. Lead the change, not just watch it. Get down in the trenches and feel the pain of those on the front lines of the change and make the necessary acknowledgements and corrections.
If you get discouraged during the change process, remember what Gandhi said about change: “Be the change you wish to see in the world.”
Good luck!