Shhh. Don’t let your competition in on this- Organizational Development (OD) can be done at the same time as Change Management. Top Secret tip number two- it can be one in the same person (or small team). If you are a smart executive you will work with consultants who see this as part of their role (if you know my writings this is where the hint comes in- we are not talking Big 3 here [it is still 3 isn’t it?]).
Executive Development
No matter the intensity of the change role for an external consultant there are always stray hours in between that can be used to coach and guide executive development. On one of my recent engagements I let Director and Senior Director leaders know I was available for my hour and a quarter drive in the morning and evening to the client site. On a long engagement (in this case 9 months) there is a lot of that time. Enough so that I was able to develop simple coaching plans around the leaders role in change and guide them through skill and competency development. I personally consider this a stealth value add for my own clients.
Training
Design is a very important part of communicating change. With a little extra effort (and the ability, competencies and knowledge to teach) the CM can build skills for Manager level team leads around the design, organization and dissemination of information. The same goes for project management. There are countless one on one sessions in every large change between the external CM and internal stakeholders and line level leaders. Well thought out (by you the client and the external) these interchanges can have components of skill development- the skills which you, of course, uncovered in your initial data gathering and development of the end state description.
Process
A good trusted advisor high level CM can be your executive eyes and ears (as well as right hand) to the organization. Unless the current initiative is specifically addressing process you may not want to, under cover, change it. You can however cull helpful tidbits from the change exchange that happens quickly and through less layers with your external agent. Given the chance to be an “undisclosed source” most stakeholders will readily give ideas, perspective and input that no amount of organizational suggestion boxes will ever uncover.
Structure
Repeat above surveillance for structure. Process is how tasks play out and how people interact. Structure is the support, tools and reporting. The two together always have a treasure trove of secrets that can be gleaned.
Your own development and introspection
This one is the trickiest and usually requires a 007 level external. They are your trusted advisor. Trust can come from transparency and honesty. What better way to develop that than to trade suggestions back and forth for improvement and enhancement. You have a chance to be each others consultant. Unlike the real spy game you should both stay on the same side (no double agents in this relationship).
As an executive do not miss the chance to build organizational development into your change process and interactions. The current environment looks to be external resource heavy for quite some time. Make sure the transition to a better balance of internal and external is part of your change strategy.
