‘Note the colleagues you know in the areas of the business experiencing the change. They will give you insider perspectives on needs, concerns, and cultural norms.’
‘Think of what you have in common with the impacted groups. Personal credibility and trust is important when supporting teams through change.’
‘Focus on detailing the behaviors that need to change for each level and department. Behavior changes are the most visible signals that new ways of working are taking hold, and they can generate tremendous momentum.’
‘Engage people early in the assessment process so that they feel part of the initiative and take ownership of the change process- colleague inclusion and participation is essential for successful change projects.’
‘Spend time seeking out long-term colleagues who can offer details about why projects in the past worked or didn’t.’
‘If similar projects have failed in the past, explain why your project is different and how it will be successful.’
‘Get an executive sponsor- the more senior and highly regarded, the better.’
‘Get communication out early on the benefits of your project.’
‘Discuss challenges and roadblocks with the executive sponsor before you commit to deliverables.’
‘Consider the degree of alignment between the project and the organization’s mission, values, and long-term strategy.’
‘Nominate someone responsible for each process being changed. This person must help design and deliver the training and ensure nothing falls through cracks.’
‘Select team members with diverse skills, experiences, tenures, and personalities.’
‘Create a brand for your project, including an aspirational name. People are drawn to winning teams and want to be attached to exciting projects within an organization.’
‘Establish a common goal that all members will benefit from.’
‘Get the leadership team to buy into you. Business is personal and people want to be associated with (and to help) those they have a personal connection with.’
‘Communicate through stories and metaphors. People learn through simple narratives and goals, challenges, actions, and outcomes.’
‘Give people examples of what they will be able to do in the future that they can’t do now. This can lead to future bragging rights to their family and friends.’
‘Measure your success based on external benchmarks. Comparing your organization to the best of your competitors and other lauded organizations is a good way to identify focus and gain attention.’
‘Be transparent with your communications- people can accept the truth, but not surprises or mistruths. Once you lose credibility, it is generally lost for good.’
‘Ask your team what you could do to make the project more successful. Your interest in the team’s performance is a reward in itself.’
‘Make your project the most important initiative in the company: this is your best defense against losing key people.’
‘Engage leaving team members in the selection of their successors. They will know what capabilities and personal styles are required.’
‘Ask leaving team members for feedback on the feedback and your leadership style. They may provide perspectives that you were not aware of.’
‘Be as energetic and optimistic as you want your team to be.’
‘Treat colleagues undergoing change as internal clients. This mind-set will help you set the tone of your communications.’
‘Keep calm. Acts of desperation imply that the situation is out of control and you are not in command of it.’
‘Observe leaders’ behaviors for signs of old ways of working. Inertia affects leaders as much as colleagues.’
‘Encourage managers to support the changes by including them in their team’s annual performance objectives.’
‘Share recommendations with the leadership team, and ask for the good ones to be formally approved.’
Source
Phil Buckley (2013). Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night
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