Leadership: Building Your Change Management Plan
How to Lead Change in Your Organization When consulting leaders in various companies over the years, a common piece of advice that I discuss with leaders is that leading change is a process. It starts with leaders having a personal change realization, understanding that change is necessary, creatin.....
How to Lead Change in Your Organization
When consulting leaders in various companies over the years, a common piece of advice that I discuss with leaders is that leading change is a process. It starts with leaders having a personal change realization, understanding that change is necessary, creating a leadership team to assist with developing the implementation plan and managing adoption. Phases of Leading Change Once you identify the need for change, leaders need to develop a concrete plan that frames the importance of change through each phase. At its core, there are three main phases of leading change that you need to work through to achieve a desired organizational culture:- Leaders need to first identify the needs for change
- Lead the organization through the transition period
- Reinforce and sustain change once it is implemented
- What are your Core Values, Vision, Mission?
- Who the organization is; why it exists, what it wants to be, and how it wants to be viewed?
- Why change? What needs to be changed? What will change achieve? How is change beneficial for team members?
- How will you translate your service mandate into actionable elements?
- How will you define the essential service qualities that determine behaviours and processes?
- What service promises will be made to customer/clients on behalf of the organization?
- What inefficiencies currently exist? What internal processes need to be changed? Why?
- Who will lead process reengineering?
- What internal and external tools and processes with be used?
- Channel specific measures that operationalize the values and service principles
- How will people be held accountable?
- What metrics (financial and non-financial) will be used to quantify and manage performance -- business measureables versus coaching measureables?
- What type of training is needed? How often? What will be included in the materials?
- Who is responsible for training?
- How is coaching built into the daily activities of the organization?
- How are your coaching measureables built into the plan?
- Who receives training or coaching?
- How is change going to be managed? How will change be assessed and analyzed?
- How will people be held accountable?
- How will resistance be handled?
- Timeline for change. What are the milestones?
- How will change be communicated? (i.e., town hall meeting, training, organization newsletter, meetings?)
- Who is going to communicate the change?
- Who is responsible for the message?
- Is there commitment to solicit input and feedback on continuous improvement?