A peer of mine asked me the other day what is the best way to save a CM initiative put on hold. The question fits well as a sum up of the last two years- at least here on the US west coast. I have had time set for contracts that were then reneged, had conversations and “interviews” that were obviously fishes for approach and information with no intention of going forward, been asked in and then waited and then asked in for the same role and then had the role disappear.
Blame it on the economy maybe, but, I think, stalls, restarts, delays and “on holds” are always going to happen with projects in general and especially with the change component. Except for the fishing (if you are a client who does this shame on you- Our time is less valuable than yours?) these things will happen.
The peer scenario to him seemed like bad news. Things were going great then the brakes were put on with no definitive start back up time. Ah, but this is good in a lot of ways. First he was not asked to leave or let go (happens all the time- the reason at Vision to Work we have an expectation of upfront invoicing). And second he was not given another role, simply told to “wait”. Perfect.
Assess
Now would be the time in this scenario to asses the change process up to this point. I tend to question the value (partly because of validity) of questionnaires, this is when they are valuable. Assess whether or not there is a better understanding of the change process and the role of change management within initiatives and the organization as a whole. Assess stakeholders reaction to you in general as the person in the change role.
Lay the Framework for Sustainability
Use the assessment information and a new chance to dialogue, with the time to get it right, to build a structure that can make pieces of the change process repeatable. Look at where you are with the current change and see if you can get what has been done so far to stick. Continue the dialogue by illustrating change management’s influence in sustaining the change.
Develop Leadership
Part of the foundation for change that sticks is leadership. Leadership is needed to make the transition to the new and continues to be necessary to carry on the positive effects of the change. If you had good leaders to start this initiative, lucky you. If not you are now responsible for helping to build them so that your restart is “locked and loaded” with leadership resources. Now then is the time for seminars around change and the ability to influence and guide others through the process.
Build Collateral
Like any good consultant take “beach time” and build tools and collateral for this time or the next time around. Booklets, presentations, PDF’s, eBooks can all come in handy for both the restart and the current potential development environment.
As I have said in previous posts Change Management on a grand scale is not just about guiding individual projects. It is about the overall connection between the work of individuals and ideas/strategy. With this assumption and perspective CM becomes tightly connected to and at times responsible for OD, training, executive development, communications and collaboration.
My peer friend above was given a gift.
When you are given time to build these areas separate from the pressure and constraints of tight timelines, by all means, use the time!
