Successful Change Management Strategies

Top Business Leaders Reveal Successful
Change Management Strategies

“The Rate of change is not going to slow down anytime soon. If anything…it will probably speed up even more in the next few decades.” Harvard Business Professor, John Kotter writes in his landmark book Leading Change.

Never before has there been so much change in the world in which we live, within such a short amount of time; technologically and scientifically; within education and in communications just for a start. Change is not only happening but it’s also overtaking all kinds of companies and organizations both for profit and non-profit. It is taking them way out of their comfort zones as they find themselves no longer able to do “business as usual”, if they are to have a competitive edge.

Most leaders recognize that their organization will need or currently need to go through some kind of significant change; far fewer leaders know how to go about facilitating change management strategies in ways that will work well for everyone involved, from customers to shareholders to employees. Where do they start? Who should be involved?

In the last five years how many changes have you witnessed or experienced in your workplace? How did those changes impact you and your organization? Do you remember which changes were most uncomfortable; what provoked the most resistance? What changes are you struggling with right now? Do you fear that your company may be falling behind?

Consider your answers to the questions above. How secure do you feel in your work environment? Is it stable or somewhat unpredictable? Are you able to foresee with any degree of certainty what may happen in the coming year let alone the next five years?

We all like at least some measure of predictability and stability in the workplace, but there is no way today that any organization can stay in the same place, do business as usual, and survive.

However, although change is inevitable and very often uncomfortable, it can, when rightly handled, result in less stress and anxiety among employees and not more; an increase in productivity rather than losing to the competition; better customer service rather than indifferent or poor customer service; a positive and energetic workplace environment instead of a negative and fear motivated workplace environment.

For this kind of successful change to happen, it is vital to understand three simple but profound truths about change management. This is even more important if you are a leader and your organization is going through some significant changes.

1. People need to be prepared ahead of time for change(s) to happen and be successful. This must be done by readying people for change at all levels of the company or organization in ways that are respectful. This will start to build trust and help secure their commitment. It will often include bringing different kinds of groups together; listening to why and where there may be resistance; validating concerns and areas of expertise; checking for understanding and involving more than “those at the top” in managing the change process.
2. Almost everyone resists change and that resistance should be dealt with in a non-reactive, encouraging and positive way. Most people’s resistance is less to do with being “difficult” or “stubborn” and more about their fear of the unknown (especially if their job security is potentially affected).
3. It is not facts and logic which motivates people to embrace change or make changes, otherwise no one would smoke or overeat; we would all be exercising and in shape. A positive attitude to change and a willingness to change, takes place when there is an emotional “buy in.”

When someone feels that the change required is not just a “done deal” and it actually matters to someone how it affects them; when they believe their feelings are respected and not discounted; then that person’s attitude to change will be more positive and so will his or her behavior and productivity. As John Kotter, said, “behavior change happens mostly by speaking to people’s feelings……in highly successful change efforts’, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought.”

In the landmark book Straight from the CEO the editors and writers at Price Waterhouse Coopers point to the same finding. They discuss how many successful CEO’s have a new interest in human behavior and are respecting the value of their people as their most important asset, as well as profit. This is a major cultural shift. As they write “……Little more than a decade ago in the business world such concepts as behavior, values, and culture were considered ‘soft’ and often greeted with derision as topics of interest and amusement, but not the source of wealth creation. ….. Well, they’d better get with it – clearly, behavior is a key factor in competitive advantage. The ‘soft stuff is the lodestone of value.’ ”

Today, CEO’s who respect what their people are feeling and experiencing to do with change, are also understanding that they want to be effective in what they do. Their people also want to be liberated from the frustration of ineffective systems, inefficient processes, and archaic work structures.

To accomplish necessary and effective change management strategies and survive in this next decade of the 21st century, any change management strategies that are adopted by leaders and CEO’s need to consider the following three areas in particular:

1. Employee Alienation: this impacts organizations more than many CEO’s are aware of. Employees can feel disempowered when they feel they have no say in areas where they actually have knowledge, talent and experience; instead they feel treated like a cog that has little or no value, in a big machine that has a life of its own. Does this make good business sense?
2. Influence Strategy: the belief that behavioral change within organizations is best accomplished when employees are positively influenced by the leaders in their company or organization, so that they want to be part of the change process. They must include helping them to understand the impact and significance of their jobs or their roles in that change process.
3. Personal Transformation: the belief that behavioral change, positive or negative, drives business results and this applies to everyone’s behavior at every level, from the very top down. The man who helped transform the Japanese auto industry, W. Edwards Deming said, “Nothing changes without personal transformation”.

Successful executives are now beginning to understand that in order to lead well; they must be willing to change in how they treat their people and how they involve them. Only then can that same inner shift in attitude and behavior happen with their employees. Deep down they all know that change cannot be imposed on their employees; they need to be an integral part of the change process. The real role of executive leadership is not in driving people to change, but in creating an environment that inspires, supports, and leverages the imagination, hope and initiative that exists.

The change management pioneer Richard Beckhard said, “People do not resist change; people resist being changed. Many of the change management strategies that failed were imposed on the people from the top”. There was a failure to recognize that the need for behavioral change applied to everyone.

Even more importantly, changes in behavior must start at the top. Those leaders who fail to recognize they cannot effect change and renewal without changing themselves first, will soon find their jobs at risk.

Today therefore, the question more frequently being asked of consultants by CEO’s is “How do I personally need to change to become a better leader?”

This is coming before questions like, ”How do I get my cost structure under control?” Or, “How should I make the best use of information technology?”

How can any CEO achieve real innovation, better productivity and have a competitive edge, without growing their own leadership behaviors. This means focusing on the employees and the needs, motivation and attitudes that govern their behavior.

We don’t have all the answers; no one does. However, we can offer you two decades of experience, many grateful clients, and profound lessons we have learned working with hundreds of people in both companies and organizations. We have helped top executives, key leaders, teams and people in the trenches who have been affected by change, deal with change and move towards success.

Let us know how we can help you and your company or your team facilitate change management strategies successfully.

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