Leading Organizational Change
Hi everyone,
I hope you’re enjoying the last parts of winter and preparing to move into spring. I can't wait for spring to be in full force. I love the blossoming of natural growth and all of the change. This month I did a podcast providing an overview of the book that I just released, Merged: The Culture of Change in Organizations. On the podcast, I was asked to share a little bit more about understanding cultural change as it relates to a merger. I believe you will enjoy the interview and find it widely practical in its application.
I also wanted to share a tool from the book that you can use to start thinking about change in your own organization. It’s especially helpful if you're considering any type of organizational partnerships or mergers in the future, but also applies to any changes you may intend on making. This tool functions like a road map, highlighting seven things helpful in creating conversation and equipping people, as part of a direct approach to organizational change.
Using these should help give you a sense of how quickly to proceed through the change process. Let's explore together.
1. Start with Why: Spend time defining why this is important. What will the positive outcomes be? What happens if we do not go on this journey? Ensure there is a unified understanding of the why.
2. Assumptions: Examine assumptions (most are unwritten). Creating change requires a willingness to look at basic assumptions that we carry with us.
3. Criticism: Explore willingness to accept comments from others, positive and negative, and to implement change as a result of those comments.
4. Plan the Process: No plan = frustration. The process is important, not just the plan. Set an agenda so you can prepare for and anticipate challenges and opportunities.
5. Redefine Change as Positive: Encourage both the staff and the board to question status quo, raise issues, and make things better.
6. Pay Attention to Pace: Slower change cuts harder. Quick is better.
7. Expect Change to Be Difficult: Understand each change can be difficult and that each person will process and relate differently. Give assurances, provide understanding, and have fun while learning and processing.
The CEO of Toyota once said that their current success is all the reason they need to change. Change is hard because it deals with people, and people are messy. We like our comfort zones. We also like our turf, and change can disrupt both. But change can also be a wonderful place of renewal and discovery of an organization's and individuals' potential. My podcast this month gives a number of tips to process. I hope you enjoy!
Jamie
