solutions for the top 5 change management mistakes

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Text of solutions for the top 5 change management mistakes

  1. 1. Solu%onsfortheTop5Change ManagementMistakesinSmallto MediumOrganiza%ons
  2. 2. Mistake#5:Launchingtooquickly Whetherduetopressuresfromseniorleaders,aChangeLeaders owndesiretogetmoving,orotherfactorsapoorlyscopedand has:lyplannedchangeini:a:veisdoomedtostruggleorfailfrom thestart.
  3. 3. Solu%on#5:Measuretwiceandcutonce Useadocumentedprocessfor managingchangeanddonttake shortcuts.Taking:metocarefullyvet andplanachangeeortiscri:calfor success.InthewordsofWinston Churchill,Hewhofailstoplanis planningtofail.(See:Prosci)
  4. 4. Mistake#4:Delayingtoolong Therewillneverbeaperfect planandthereisalmost alwaysaddi:onaldatathat couldbeconsidered.But, changeul:matelyrequires prudentand:melyac:on.
  5. 5. Solu%on#4:Denethedecisionparameters Implementafeedbackloopbyestablishinga:meline- basedlogictreethatiden:eskeydependencieswith go/nogofactors.(See:PrecisionTree) Limitthenogofactorstoonlythemostsignicant itemsthatwouldputtheprojectortheorganiza:onin seriousjeopardy. Getcommonagreementfromdecisionmakersin advanceaboutnogofactors(thiswillholdthe ChangeLeaderaccountable). Determinetheimplica:onsfornogodecisionsand whowillcommunicatewhatwhentoensurethe peoplesideofchangeiswellmanaged.
  6. 6. Mistake#3:GivinganunwantedgiJ Limiting the breadth of stakeholders within the organization can be a costly mistake. We have repeatedly seen change in a particular department (HR, Accounting, Sales, Purchasing, Distribution, Inventory, Fulllment, Marketing, etc.) take place without thinking through upstream and downstream implications. Viewing the project stakeholder scope too narrowly can lead to designing, building, and delivering a less than optimal outcome
  7. 7. Solu%on#3:Begenerouswithstakeholders Fightthedesiretolimitteamsize Thethoughtthattoomanycooksinthekitchenwhocouldspoilthe brothishardtoarguewith,butyouarebeTerochoosingto managethetensionofgeUngthebestoutofcooksacrossthe organiza:on. UseaRACIcharttomanageexpecta:ons. Ausefulexercise:duringini:alscoping,imaginethechangehas alreadyhappened.Roleplayproblemsupstreamanddownstream thatcouldhappen(nomaTerhowunlikely).Ifyougettoaques:on thatcannotbeansweredbythepeopleintheroom,somebodyis missing.Ifyoucanansweralltheques:onsintheroom,iden:fya team/departmentnotrepresentedandrunthescenariosbythem.
  8. 8. Mistake#2:Makingassump%ons Asageneralrule,whenworkingwith peopleyoushouldstartfroma posturethatalwaysassumes intelligence,butneverassumes knowledge,understanding,orbuy-in. Makingassump:onsisapar:cularly dangerousmistakeintheareasof es:ma:ngtheimpactofchangeon peopleandthecostofchangetothe boTomline. SeniorLeadersmustholdChange Leadersaccountableforrigorous evalua:onandtes:ngof assump:ons.
  9. 9. Solu%on#2:Replaceshouldwithcould ChangeLeadersarepronetodeterminingwhat shouldbedone. Organiza:onsareo[enbeTerservedbyascenario- basedapproachthatpresentswhatcouldbedone. Takingacouldapproachforcesevalua:onof op:onsandexploresassump:onsfrommul:ple angles. IfaChangeLeadercannotpresentscenariobased op:onswithcarefullyveTedprosandconsthey havenotdonetheirduediligenceandSenior Leadersshouldrejecttheplanun:lscenariosare presented.
  10. 10. Mistake#1:Neglec%ngthepeople Useradop:onisthemostchallengingaspectofmostmajor changeeorts Peoplepresentacomplex,diverseando[enambiguoussetof challengesthataddcomplexitytomajorchangeini:a:ves. Whenmishandled,thesecomplica:onshavethepoten:altolead toroadblocksthatstalland/orkillchangeeortsandchew throughcompanyresources(money,:me,andenergy).
  11. 11. Solu%on#1:Engageandmo%vate Thepeoplesideisallaboutmo:va:on. Avoidfocusingexclusivelyontellingandextrinsicmo:va:on(carrots ands:cks) Inuencinguseradop:onstartswithlisteningandndingthepath towardac:va:ngemployeeengagementandbuy-in. TherewillalwaysbeoutliersthatresistchangetothebiTerend.But, formostemployees,engagementandintrinsicmo:va:oncomesfrom beingpermiTedtomaketheirbestcontribu:onandfeelingvalued. BoTomline:Organiza:onalEec:venessandChangeManagershelp createcompe::veadvantagebyfosteringacultureofemployee engagementandorganiza:onalagility. FormoreonemployeeengagementseeGallup. Formoreonmo:va:onseeworkbyK.Thomasand/orP.Marciano