Is the issue of EXTREMES hurting your CHANGE Program?
If you are managing Change Management Program in your organization for any of the following reasons:
Your organization has taken over another one
You are transitioning one business to another
You are overhauling / revamping your Org Structure / Policy Framework
You are implementing ERP in an otherwise conventionally managed organization
– this post is for you.
Are you struggling to derive desired output from your Change Management strategy?
Is it that even after doing everything RIGHT – results still won’t show?
It happens and it did happen to me as well.
While managing Change Programs for many years, I have listed down a few issues related to doing key things in EXTREME ways.
At the end of this post, your will be able to figure out if you too are guilty of doing any/all of them.
For those, who are yet to start with the Change Management program – these quick tips will help avoid the pitfalls.
1. COMMUNICATION – Too Much or Too Little
Communication is unarguably the most important pillar of effective Change Management. However, it is also the most mis-managed area in majority of the Change Management programs. The problem lies in the content & the frequency of the communication.
Let’s look at EXTREMES in this case:
> Do not give an overdose of information to employees – it does not matter if same message comes from different people or different means – it’s REPETETIVE.
> People do want to know what’s happening around as it directly impacts their work lives. However, repeating things again and again leads to dis-engagement.
On the other hand, Organizations which prefer working in closed rooms and not share often with employees are equally at risk of losing on staff engagement.
People expect leaders to address them once in a while, tell them facts about what is happening, things that are going right or wrong and the measure taken to fix them. If they are not kept in loop – there is NO loop.
This leads to higher anxiety levels, loss of productivity and poor buy-in for any new initiative.
2. CORE TEAM – Too Strategic orToo Operational
This is again a grave mistake organizations commit, mostly unknowingly.
While putting up a team together to work on the Change Management & Integration – the composition of the team plays a vital role to ensure that Ideation to Execution is done amicably.
The two EXTREMES in this case are:
Organizations value grey hair; overlooking the competence required for the job. The result is that planning happens at very high level – without the sight of ground. It leads to a plans that look good on paper but get very difficult to execute without the buy-in from workforce, in turn leading to unwanted disruption.
This team might seek support from Tactical people around but if those HELPs are not formally a part of the CORE team, they wouldn’t own the things.
On the contrary, creating a team of highly operational folks also puts the Program at a risk of failure. In such teams, focus is only on WHAT and HOW and there is a lack of deep understanding of WHY – which is by design itself.
In the bargain, this team might lose the sight of overall intent in the quest of getting things done. It’s also difficult for such teams to change the course of plan mid-way due to lack of thought leadership.
Such teams for depend on people outside the core team for guidance, which also lead to issue of ownership.
As the team’s effort is on getting tasks accomplished, it would hurt sensitivity on the way.
3. REVIEWS – Too FREQUENT or Too Rare
As goes the saying – “What gets measured, gets done.”
However, there has to be a well constructed cadence for reviews to manage the program effectively and get desired results.
The typical issues of EXTREMES in this are:
Many Program Managers / Review Boards / Steering Committees make this mistake of holding too many reviews during the course of the Change Management program.
They have a battery of reviews ranging from Daily huddles, Daily All Function Meetings, Core team meetings multiple times in a week. Steering Committee Reviews, Reviews to prepare for Reviews and a lot more.
The point that gets missed is that you need to have enough progress on things to be reviewed – if not, you are wasting resources of the organization by putting a tick in a checklist by bringing people together and repeating same things as yesterday.
Putting 20 people in one room for 60 mins to review 10 different functional updates itself is an over-ambitious attempt, which is bound to FAIL to deliver.
Meeting once in a while to take a stock is also a blunder to commit in any Change Management program. People do have a tendency to take things easy if are not being measured periodically.
Purpose of reviews in such programs is multifold:
> To understand current status of progress
> To resolve any bottlenecks/roadblocks
> To create/calibrate future plan
None of this can be achieved if reviews are not done periodically.
Change is a must and must we Change, for it’s the most constant thing in the world. It does not have to be as difficult as it seems, if done the right way.
Want to know more about the RIGHT WAYS – reach out to me at firstname.lastname@example.org.
You can also connect with me on:
Twitter – @manavlalotra
Linkedin – manavlalotra
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