Five Questions for leading change
Change is happening. Here are five important questions to ask (and re-ask) as you lead yourself and others through change.
1. Do we have a focussed vision?
Have we agreed on a common sense of meaning for the changes we're experiencing? Planned or unplanned, surviving change well requires a Big-Picture story, grand intention - a sense of principle and philosophy to give the challenges meaning and the discomfort purpose. Do we know why we are doing this?
2. Are we communicating and aligning this vision through-out the organisation?
All the people involved with the organisation are part of the change and each must have a sense of ownership. You never know who will leap everything to the next stage with an inspired action, or sabotage it unknowingly. Keep everyone in the loop. Remember, in order to integrate the change, everyone should be considered "key" to the process. For example: the receptionist who thinks the new brand is fake, or the accounts clerk who negates the image, can be key client interactions that effect a brand change. Remember too, that clients are also part of the process and need to be kept informed.
3. Do we have the required resources?
This is not only about money. There is the critical resource of individuals that buy-in to the change and believe in the process. They will lead, carry, inspire, motivate and drive others through challenging times. Also, flexibility, options and alternatives, support and shared vision - vital resources for completing the process (or, more truthfully, getting to the next level because 'completion' can be a debatable point!)
4. Are we doing what it takes?
Vigilance is required. You need to challenge habits and old patterns, try the new, think laterally and be creative - great buzz words that require a brave focus. Allowing lots of trial and error, prototyping new responses and learning quickly from the results, making rapid and varied attempts to break through obstacles are all skills that require a pro-active forward-motion. Habit will reach an obstacle and say "we have never done this before, therefore it cant be done". Habit can easily justify a return to the old.
5. Is the change stabilised and sustainable?
As key aspects of the Big Vision come into play, prioritise them over day-to-day aspects, no matter how challenging. Stabilise and anchor these vital components of the new way. And, importantly, take great care to sustain the entire process with rest, care, relief and play.