|
|
Communicating for Change Management serves three purposes- to motivate, to guide and to provide place.
Place
We are going backwards from my list to illustrate a point. Most change management methods, and the consultants who practice them, move forward in time with my list. Not so effective. Not so effective because place gets lost in the mix. “Place” is the work of an individual in relation to the whole. When communicated well each stakeholder can explain how their work fits in to the bigger picture, how it connects to the next person and how it leverages the work of the previous stakeholder. At any given time place could mean a lot of things with a lot of connections. It is up to the change team and its leaders to make those connections make sense.
Guide
Having done the job of placing work at a spot in time, communication must address how the whole process moves forward. Actually processes, because there is the list of things to do, the project management, and there is the transition from the now to the end state. That may mean behavior changes, new or different technology, additional or changed interactions, perspective that is not status quo etc. Change communication must help explain these two processes and connect people, individual stakeholders, to the events along the way both to get the work done and to ground a human connection to what may be overwhelming change.
Motivate
I am guessing the cheerleaders on the sideline have little to do with the effort put forth by the players in the last minutes of the game. Change works the same. Cheering, amping up a sense of urgency, creating tension may start the play (and our change) fast and furious. The shelf life for that effect is short. Motivation, the kind that moves people forward by choice and deep down commitment is the third purpose in line. With place and clear guidance (read reason and a measure of safety/assurance) motivation appears on its own. Communication within the change process then becomes an exercise in illustrating the good, the positive, the examples of overcoming, effectiveness, commitment and extra effort by individuals
As a stakeholder if I cannot explain my exact spot at any given time, if I am not aware of what is to come and what has passed and if I am not given a reason to connect to the change in my own way, change management has failed.
Things begin to pick up for business (less fear, willingness to spend hoarded cash, new competition appearing from garages- not sure which is the cause, but things are picking up in the change arena) and the revisiting begins. Change anew. Except some of it is the programs that were cancelled a year or more ago. How is restarted change different?
History Doubled
The ability to move change forward is always effected by previous attempts (bad or good). To start something that did not finish on the first attempt is potentially tempting fate. If, in our current case, the economy can be blamed for the earlier stop, starting again just slots right into the business environment.
Care must be taken with communication for a restart because, excuses aside, a mistake was made. Sure, as a leader you do not think so – it was all part of the plan. The problem is to stakeholders it must not have been a good plan. Now the Pandora’s box of trust, faith in leaders (which is a specific kind of trust), I told you so’s and the appearance of mishaps is opened.
Address the double history issue with crystal clear as transparent as possible communications. You might want to recheck and possibly rethink the new plan- the last thing you want is two historical mishaps.
Second Chances
Everybody believes in second chances. You have one if you are restarting change. Some of your work may already be completed. Redo work can be done better. Mistakes can be corrected. And acknowledged. Which leads me to the “be careful”.
By necessity taking this second chance is assuming empathy. There is a difference between restarted change and any other- the empathy has to flow from the stakeholders to the leaders. Empathy should (I always hesitate to use this word, but it fits now) go from leaders to stakeholders, that is a given. To go both ways sets up an interesting dynamic. Maybe I should have said an effective dynamic because the core of relationships connected to accomplishments is shared empathy. Give it a double dose on your second chance restarts.
Rebuilding is impressive
Taking what you have, envisioning something different and better and then layering in additions is smart change. As with any remodel matching the old lines to the new can be difficult. Because that is an obvious component of rebuilding/remodeling everyone is impressed when the result is seamless. With your restart this is an opening for a view of the end state that includes overcoming and tackling obstacles.
For that to make sense as an explanation there must be honesty, transparency and camaraderie around stops and starts and the end states they can create.
With that you can restart and rebuild at the same time.
As an external consultant there is always a fine line between honoring “the way we do things here” and pushing for and guiding change. Many, if not most, organizations have a tie to processes, structure and communication that is hard to break. Here are some areas to keep in mind in terms of the status quo of cultural loyalty:
Group Think
Group think helps people with consistency, clarity and sameness (which is comforting if you keep your viewpoint narrow). It homogenizes to the point where almost everything is predictable. The longer the tenure for an employee the greater the need to stick to the norms-cultural loyalty.
It is surprising how many times at an individual level cultural loyalty (CL) is questioned. The questioning typically (especially if drawn out by a CM practitioner) produces smart, viable alternatives. If that person does not have authority or leverage those alternatives die quickly.
Internal Politics
Patterns appear over time in organizations that are a direct result of the jostling and wrestling for position by individuals. That positioning tends to work the best when the jostler follows the path of least resistance. That path is the road to the way we do things here. So you end up with a structure that rewards and reinforces the status quo.
Functional Loyalty
The same patterns but much harder to break occur at a functional level. Certain functions tend to have more leverage than others (usually because they bring in revenue which, on the surface at least, makes sense). Those functions then match their group think against others. What you end up with is a secondary level of loyalty to culture-functional loyalty. Which is a synonym for a silo.
Founder(s) Influence
The majority of the time the patterns that replicate within the silos and cultural pods in an organization are the result of the founder(s) initial vision, values and business direction. Emulating that package tends to move individuals up the ladder. The more that spreads the more group think builds and the harder to break the way we do things becomes. Another secondary level exists here when the organization gets big enough for the functional leaders to steer their own vision and approach.
Guiding change at the transformational/horizontal level requires the ability to frame the “make sense” communication in order to replace the CL that is holding back change and growth. In my own practice I have found that I must take the difficult step of working with leaders to tweak structure and process before trying to touch cultural and functional loyalty. The same pattern happens with the change process itself. Often there are underlying structural and process weaknesses that will make complete fulfillment of the end state close to impossible.
The fine line approach is to draw out the CL that makes collaboration, negotiating and compromise possible.
When it exists is like a sponge. It pulls in until it fills to capacity.
This is something to consider, leverage and acknowledge for change management. It is not necessarily something to be fed and nurtured.
What is Loyalty in the context of change management?
Loyalty to the cause
This is a connection to the core purpose of the change that creates interest, motivation and action. A technologist may quickly be on board for an IT implementation (or not of course). Someone sitting in HR may jump right on board for a human capital initiative. A senior executive may pencil in more and more free space on their calendar for dialogue and exchange for a program that touches their function.
Loyalty to the company
This is the version we think of when we see the word loyalty tied to work or workplace. It might infer staying power in terms of retention, it might mean atmosphere and culture, it might mean the tenacity with which people stick to goals/strategy/plans. It might even be the level of evangelism from participants extending outside internal operations-social marketing.
Ongoing connection
Loyalty that is truly strong is ongoing. Loyalty has a distinct time connection and a measure of strength over that time frame. Ideally it is increasing strength-measured differently for each individual and/or stakeholder.
Which brings me to the sponge.
Loyalty has both a pull and a maximum limit. The expectation of loyalty in change management often creates that maximum limit quickly. This is the common pattern of project/change management- shove something in, assume loyalty and get-…wait for it…Resistance.
Thankfully loyalty has a rosy side too. The pull. The more things (our things being change) make sense and connect in some way the smoother and more powerful the pull. Loyalty tends to spread easily once the pull begins. Charismatic leaders can help with the pull- someone has to communicate the “make sense”. The pull tends to produce evangelists who can increase the speed and, at times, the capacity of the pull.
When it is strong loyalty should be acknowledged within the change process. The acknowledgement can be kudos in communications, illustrations of commitment, examples of time saved through dedication and collaboration, etc. This is the right approach for feeding/nurturing/leveraging loyalty.
What does not always makes sense is rewarding loyalty.
Think of the expectations airline miles have created. Think of the backlash about blackout periods. Rewarded loyalty has a scale of expectations that increases quickly which decreases loyalty if not continuously fed.
Loyalty’s dark side is group think, retention of the lowest common denominator and potentially reduced innovation. In terms of change management the dark side is models and approaches that make incorrect assumptions or are based on internal best practices. The way we do it, a form of cultural loyalty, may not always be the most efficient or effective (effective adding a human capital component).
Keeping all this in mind, change management can build loyalty by rewarding skill and showing how that skill connects to end states and the health of the change entity. If compensation structures do the same bonuses can be added that tie to change participation.
Kudos always work. They work because they are after the fact and specific. Incentives are the opposite, before and general. They do not work so well because of the expectations they create.
When it comes to loyalty, specifically reward rather than generally encourage.
Because it creates a chance for congregation, for display of achievement, for shining a light on talent, for the noise of a communal group, for laughter, for conversation and for acknowledgement. A parade is a good analogy for understanding Change Management.
We have a Fourth of July parade here in Danville that attracts 40,000 people (almost the same as our population). It is a typical local parade. Lawn chairs are lined up the night before 2 and 3 deep for over a mile. Proof positive that everyone loves a parade.
Change benefits (and moves along smoother and faster) when tradition and people are recognized in the process of changing. A parade happens at the same time each year. Some participants are there for years at a stretch. Some go in and out. Some show up just once. In long standing parades there is an order to the procession. But who’s to say there is not a better sequence?
There will be whispered comments about this year versus last year, the parade not being the same as it used to etc. This is the continual conversation that goes on with the tradition/change interaction.
Within the parade are displays of achievement, participation and accomplishments. An annual meeting can do the same with the last years change. When called out as change and included in a change entities process the displays can become more of a cultural acknowledgment and less of a display of feathers.
Celebration is important in the change process. Tying that celebration into the fabric of an organizations culture can help with transitions from yesterdays tradition to tomorrows change.
What is the role of the C level leader for change management initiatives?
It depends on the specific C role and the size, scope and breadth of the initiative. This “it depends” list is a good way to look at our question because it follows the pattern that change tends to go through-and the order.
Size
This is a measure of how big this thing is going to be. The scale can be in terms of time (as in months to multi-year), number of people that will need to be involved or the budget needed.
Scope
Hopefully an area that is looked at and analyzed early on -strategically. After that it is the amount of resources, times and money that will be needed in each track or stream of the roll out. This area just gets bigger and bigger in its creep if the “hopefully” sentence is left out or skimmed over. It is this area that CM can bring cost controls (I know not a typical role for CM- but one that makes sense).
Breadth
When this initiative, especially if it is transformative, begins to pour like water over the organization how far will the edge of the water go? Uncomfortable as it may be for linear, straight line, 2 D, time based thinkers (and doers) the water goes in every direction. The change process is a little like a funnel turned upside down. Early on the flow is controlled. As time goes on and the initiative gets closer to the end state more and more stakeholders get touched. The funnel opens up and the spread gets bigger. How big that spread will be is breadth. “Will be” is a signal that this must be looked at from the very beginning planning stages. In keeping with my change management philosophy you might want to read these paragraphs backwards.
CEO
If the change is a transformation (culture, process, structure or all) the CEO is the owner. If you have not read my previous posts (or Alan Weiss, my tweak of definition comes from his writings) the owner pays for it and is the figurehead. Although admittedly the budgets usually come from the first and second horizontal (fortune 100) so the CEO might be a half owner.
Her/his role is to absolutely insure that this change makes sense. It can make sense based on data, based on emotion or based on reason/intuition. As a communicator the breadth category is the most important. Breadth can be a lead in for the other three. Please ,not the other way around- size and scope leading to breadth, that is just ugly (but common) creep.
As the organizational leader I think the CEO also had a previous role- or has one before this big change- to create an entity in the organization to orchestrate change. With that there is the ability to apply so the CEO can lead and communicate.
For all of the smaller less transformative initiatives the CEO can serve as the introducer of the change with an early communication, can be inserted into the process to boost something along or provide clarification and can serve as a motivator (I mean that in a helpful rather than coercive way- if you are using coercion you either have the wrong model or you missed the “make sense” step).
CFO
For the big changes scope will be the hands on role. That is where the money is spent (or saved). There is a version of the “makes sense” assumption here. Every expense is in competition with another. It benefits all change for the CFO to understand and be proficient in communicating that constantly balancing scale. The CFO must understand and learn to be comfortable with the 15% CM line item. A random number maybe- I have seen 10% constantly run into problems and 20% fairly quickly taken away, so 15 is our compromise. With a CMG (change management group) those costs can be spread operationally.
The CFO may also have leadership, figurehead responsibilities if the engagement is within their function (or reporting structure- here is an interesting article for CFO’s and CIO’s on the ownership of IT http://tinyurl.com/2ajrl3q take the CM part with a grain of salt though).
CIO
Hands on for the technology layer of the change. A leader if the change is strictly an implementation. There is a fine line here though. All changes in technology involve behavioral or skill change, so the CIO quickly becomes a figurehead for the “people side”. Did I say figurehead? I might have meant scapegoat. In order to avoid the passing of the buck for blame it helps for the CIO to hone their empathy skills and their knowledge of the changes individuals must go through if you “move the key on the keyboard”. Following that key to its new spot is Adoption and in that area the CIO is usually the owner.
As with all C level roles there is a responsibility for the make-sense-communications. Thanks to the CFO’s interpretation of budgeting and the CEO’s explanations of strategy to work connections the new tool should slot right in-correct?
COO
Is the right hand person to the CEO (and possibly in succession) so read section one first.
For the big initiatives size is their category. What kinds of resources will be needed? Because the COO is responsible for corralling all resources in an efficient way. All is both the change and day to day operations. This is typically a mud wrestling match with the dirtiest (and I don’t mean finishing covered with mud) winning. The COO is combination referee and parent at the mall. Their role has a lot of explaining and a lot of measurement of value and results.
The CMG is one way to keep that balanced and to support the responsibilities of this C role. CM can be paid for with the many operational savings it uncovers. It can be leveraged by the COO to create collaboration and surface new ideas and approaches. While it does not always seem apparent that surfaced innovation can either save or make money for the future the COO has their hands on possibility every day. It is their role in the change process to pull that out.
CLO
First deserves more credit (and more leverage).
They are responsible for making all of the other C level responsibilities work and get better.
For a transformation their immediate role is to provide the training and development needed to pave the way for the change. As the leader of that area they have a responsibility to illustrate the spot stakeholders are in. The “spot” is time, place, capability and gaps in knowledge and ability. Their challenge is to fill in the gaps for the change readiness (here is a good use of this term- it is one of the change words I do not like).
The CLO may also be the owner if the transformation falls within their function or influence. But most learning initiatives quickly or soon will become something the rest of the organization can use. Ownership may scale up in those instances.
All C level
Your executive summary is that the C level is heavily responsible for front loading change. The next person in line, the next landing of the buck, is an implementer. Implementation must have structure, approach, reasonable method and a lot of make sense. They do not have the power, influence or dollars to make that happen. Expecting them to is not fair and is, I think, the main reason for change “failure”.
And as a comical note Wikipedia lists 46, I am not kidding, different C level roles http://en.wikipedia.org/wiki/Corporate_title.
 Just the fact the there is a role for CM on any given initiative, program or project is a plus. It sends a signal to participants that the transition from one thing to another is complicated and difficult enough to warrant sheparding by a person rather than just through communication or project management.
As a Conduit
A CM resource external, internal or a designated leader will consider it their responsibility to make connections that are obvious, but for some reason are not happening. Leader to stakeholder and vice-versa, function to function, peer to peer across functions, internal to external resources to name a few.
As a Leadership Guide
This an extension of the conduit plus. It is difficult in organizations to get valuable feedback as a leader and to give the same as an employee/stakeholder. The CM often falls into the role of coach/mentor/advisor between the leading and the hands on work.
As a Communication Lever
In the same third party sense the communication for a change process can weave in operational interaction in a safer and more approachable manner than mandates and barked orders.
As an Organizational Assessment avenue
The process of gathering information for the end state descriptions reveals a wealth of data about the organization. Companies rarely have an avenue for objectively evaluating their people, structure and process. CM (with a good practitioner) shines a light in all three areas.
As an Operational Builder
If Change Management is an entity within the organization all of the above combined with the regular change management activities and expectations can address efficiency, collaboration, cross functional accountability and overall connection between strategy and implementation.
The number one skill for change management is the ability to truly see things from the perspective of the stakeholder. For a practitioner that means everyone- first day employee to CEO. For an internal change leader that means the same including looking at themselves in a different light (especially the CEO).
What is the stakeholder’s perspective?
That the change is far away, both in time and connection.
That it does not really make sense.
That even if it did the leaders do not really know what they are doing.
That even if they knew what they were doing they would not be able to explain and legitimize the change.
Or,
That this really makes sense, but odds are “they” will blow it
That this really makes sense, but the execution will fail (see last comment).
That this really makes sense, but there is no way they will create the space or have the capacity or capability to make it happen.
That this really makes sense, but they will rush it and cause it to fall apart.
That this really makes sense, but is just too big (or too bold, or too innovative or too different from our culture).
Or,
I could care less it it makes sense or not, I am too busy.
I could care less if it makes sense or not, I hate change.
…I like things the way they are.
…I need to be acknowledged personally before I participate in anything.
The lists go on (and on and on).
What is really happening here though? There is a lot of change going on- always. Since corralling that process 15 years or so ago under the title, “Change Management”, stakeholders have become aware. Thanks to a lot of boxes, steps, circles and comparisons to dying that awareness typically borders on confusion. They have also developed, thanks to ease of information, a keener sense of corporate strategy, the business environment and the success/failure ratio.
It turns out to be able to “see things from the stakeholders perspective” you have to
know what you are doing
do something that truly makes sense
have and display humility
have and use empathy
respect the knowledge and capability of stakeholders (and be able to leverage and reward)
have a process that isn’t just about filling in a timeline
get the first try, or at a least a try, right, to gain traction
and then do it again.
I will leave it up to you to decide who the orangutan is…(leader, project manager, change practitioner, stakeholder etc).
Thanks to the facts that CM is placed to late and too low, that stakeholders get it and organizations untouched by botched change are rare, practitioners and their leader clients are forced to outright say or infer that, “this time will be different”. And so we have a task built in to the very beginnings of the change process to gather the historical record of Leadership and/or Change Management’s success and failure.
Here is how to get close to supporting that promise-
- Find out why previous efforts were bad or good
- Wind back the clock on this initiative (see fact one above)
- Craft and deliver an introductory communication that clearly lays out upcoming interaction
- Connect with the leader(s) responsible for bullet one
- Mentor and model from day one
You are trying as the CM practitioner and/or the owner of the change to acknowledge the previous attempts, grab a dose of humility for second chances, show your expertise and command of the process and illustrate that change, changes, as you go along.
Change Management at its core is a process of describing something new and different and connecting it to time and work. People respond to explanations, descriptions and new learning in different ways. That may have to do with learning styles http://tinyurl.com/2fnseg2, with interest, with workload, with promise for the future, with selfishness or with altruism. Sometimes it just has to do with catching them at the right time or off guard.
As a change agent with a full tool belt you will need to be able to draw pictures, make sounds, fill in charts, collaborate, illustrate (in pictures and words) and interact. As a client I would not hire a change agent who did not have a respectable command of-
Adobe’s Master Collection or its equivalent. http://tinyurl.com/csn4sl
Microsoft Office or its equivalent. http://tinyurl.com/yexjp89
Captivate or other training design software.
A command of CSS and HTML (not tools, but skill)
A design sense and an understanding of how design influences, grabs attention and shows concepts and connection.
The above timeline is a simple example of drawing a picture to describe, show time, place and relationship. It could be stand alone, part of a training module, the basis for changing communications or a design piece to provide structure to a written description.
The line represents time, the colors passage of both time and task, brighter colors items of significance, larger dots to show current time and place, even a pallet of colors to show teams, functions or responsibility areas.
To put all this together as a framework for guiding change takes a surprising amount of technical and people skills…
and the right tools.
|
|
