Try These Secrets to Successful Organizational Change

Have you ever received results from a 360º leadership assessment that you didn’t agree with? Well, the bigger question is do you agree that part of our job as a leader is to take responsibility for the impact we are having? The "rub" is how do we do this when we don’t agree with or maybe don't even know how we are being perceived?

We deliver leadership survey results and these are common questions among participants. The truth is that we may not intend to come across a certain way and at the same time we do. In the Everything DiSC 363®, which includes a 360º survey, managers, peers and direct reports state the leader's strengths and make requests for growth. The key is that requests are important to acknowledge even if we don't agree with them.

As discussed in a previous blog (“...5 tips to begin the New Year with positive change”) it is important to know your core team. The question then becomes who on our team or even outside our team that are key influencers we need to partner with us AND how do we influence everyone to move in the same positive direction?

So for example, your team may request that you to use more of an Energizing Approach in your communications. This may mean that even though you know the Big Picture, your team would like you to be more clear and consistent with your team about how their efforts fit into the Big Picture of the organization. Further, you know your team so well that you communicate your appreciation in a way that is meaningful for them.

Remember creating change is scary and resistance is a natural part of the process. Expect that there will be some individuals or groups who will be resistant. This is an opportunity to treat the resistance with curiosity rather than a character flaw or a personal attack. So what are the steps you can take as a leader to manage resistance?

1. Communicate to your team what is going to change, as well as what isn’t going to change. The top problems when implementing change are typical: unclear messaging, corporate politics, conflicting priorities, and inconsistent reinforcement. So it is important that the change leader(s) communicate clear consistent messages in a manner that your audience will understand.
2. Take time to explain why the change is needed and how your team will benefit from the change. MIT Professor and Best Selling Author Peter Senge stated, “People don’t resist change. They resist being changed.” When employees understand the reasons behind the change and how the change is positive, they are more likely to buy into it. Acknowledge their feelings about the change and provide them with support.
3. Assess how much the change will impact them. How will your audience be rewarded differently if at all? Will there be new processes, tools, technologies or methodologies? How might this impact their internal or external customers? Are the employees confident with their current skill level or is additional training and education needed? Include the employees in developing the change plan when possible. In this way, they can use their own unique talents and skills to make the necessary adjustments. Employees who feel that they have a level of influence will be more accepting of change and will be more productive.
4. Perform a stakeholder analysis. The stakeholder analysis and impact analysis (contact us if you want one) is critical for the change leader(s) to identify the communication approach needed when addressing key influencers and other important stakeholders.

In summary, the key is to gain an understanding of how and what to communicate to participants involved in the change effort you are leading. Change Leaders need to find a way to know their audience in order to develop, deliver and evaluate the message. Tools like leadership assessments and stakeholder analysis will support you as a change leader to identify your specific communication approach and messages.

Let me know how things are going!

Warmly,

Nina

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