Practical Change Management - The Top 10 Realities Change Leaders Need to Know By Melissa Dutmers
This information is brought to you by mkt1on1 at http://db2bdh-ednxp4m49ogs247bq7q.hop.clickbank.net 1. The process of change is hard. We are creatures of habit, creatures of contentment. Once you acknowledge this reality, you can start taking action and begin to steer change. Richard Kiefer, Sojourner's Guide.com, summarizes this reality best, "At the heart of most anxiety is our attempt to create permanence in a world where change is the life process." 2. Clear, influential sponsorship is a must before you begin. You're wasting your time on managing the human side of change if the captain of the ship doesn't believe in the direction of the change. If the captain of the ship doesn't support the change, you have more work to do. Either (1) dig deeper as to why the sponsors do not support the change and address those concerns, or (2) execute a pilot program to show results first - actions will always speak louder than words. Go back to your change sponsors with those results and restate your case for broader change. 3. You're not going to get everyone 'on board'; you're not going to get 'buy-in' from everyone. That's okay. You need to get the right people on board. Start with the early adopters, the laggards will either follow or self select. Keep moving forward. 4. Actions speak louder than words. Need I say more. You can try to influence until the cows come home, but at some point you have to transition from thinking to doing. 5. Unless you're the CEO, don't go it alone. At some point in time, you will likely face resistance and fear from the recipients of the change. You may even question the change. You're going to get beat up. There is power (and comfort) in partnership. Remember the kids game, 'Red Rover'? Resistors have little chance of breaking the chain if you form a strong change leadership team. 6. If your focus is on 'making friends' - you're in the wrong role. Remember no. 1? People will struggle. People will put up roadblocks. Your role is to guide change through rough waters and make it happen - welcome to the rapids. 7. A consensus driven culture is the biggest challenge to efficient change management. If everyone and their brother needs to be involved in making the decision - good luck. These organizations have bigger problems and their first change initiative should be to change their culture. 8. One of the most important roles of a change leader is marketing and selling. Results speak volumes. There is no better way to bring people along than to showcase wins. Change recipients don't have to buy the business case for change, but they cannot deny real results from the change. 9. The change management team should include early adopters and resistors. W RONG! If you have the support of high impact sponsors, you need people on the change management team that know how to make it happen. The decision to change has already been made. Get on with it. 10. Shut up and listen to the 'right' resistors. Note, I did not include all resistors. Some people just want to argue. Listen to the right resistors - those that have a lot of influence in the organization. You will only understand the origin of resistance if you stop talking and listen deeply to understand what has brought the anger, fear, pain, suspicion, or arrogance about the change. Stop formulating your counter point and listen.