I am about to make a ridiculous statement. Ready?
Organizations are made up of people.
Yes – without people there would be no organization. That is not the ridiculous part, however.
When organizations plan, budget and execute a change management plan, they make it too complicated and more times than not do it wrong.
Organizations approach ‘organizational change’ much differently than to how people approach a change.
If you want to invoke change in an organization – guess what?
That involves invoking collective change in the PEOPLE that make up that organization.
- Change Management Plan Simplified
- Origination of Change
- Change Compares Present and Past
- Five Stages of Change for Your Plan
- A Few Reminders
Change Management Plan Simplified
Yes, you are a powerful organizational leader.
I hate to say this next part because there are times when this admission makes even me want to cry.
You are human.
If you need to step away for a bit to compose, I completely get it. I’ll be here waiting for you for as much time as you might need.
Organizational Change Happens the Same as Personal Change
As a human, think about how you have successfully managed change with yourself. Now, scale that up and use the same process.
Please, stop making it more complicated and mysterious than it needs to be.
If you – the organizational leader – focus on building your change management plan using the steps involved in the process of change of people, you have not only simplified the process; you have now dramatically increased the chances of change program success!
One unique approach that Intelivate brings to client partnerships is looking at all aspects of an organizational strategy, in the same way, we would approach similar solutions for an individual.
We then scale the solutions accordingly.
Even in what we teach in our training programs, we put a personal life spin on everything.
This approach is not only incredibly useful, but it also boosts retention, application, and ownership of newly learned concepts.
Whether you are influencing in your personal life or a boardroom, the foundational components are the same.
See where I am going with all this?
To build sustainable success in any organizational strategy, focus on the same steps used to influence a person. They are the same steps you use to see a successful change in your personal life. The difference is simply in scaling and positioning. As I have noted in the past, simple is different than easy; simple can be hard.
What I am going to do here is outline what those steps are and considerations for each layer – organizational strategy, leadership, and individual. We are going to look at this in a truly three-dimensional way.
Now grab your 3-D glasses and let’s get to this!
The first thing we need to get real about is where does the need for change originate. You might not like what I am about to say, but I am confident you will get it.
Origination of Change
Let’s get real for a minute about the core of change.
When we talk about ‘opportunity,’ what we mean is that something needs to change.
There is some lacking need, unfulfilled desire or expectations (market, the board of directors, team, leadership, performance) not being met.
As change agents who champion change, we throw the positive spin onto it. That is necessary for particular steps of the change process.
We talk about positive change, change opportunity and any other positive spin we can put on it.
It is also necessary to be honest with ourselves when we are identifying areas of change, planning change programs and managing change.
We need to make something better than it is today even if that is going back in time and fixing something that we broke.
Change Compares Present and Past
Please do not confuse change management with transformation. They are different in all aspects, especially approach, resourcing, when to begin and the goals.
Transformation is the new buzzword.
Many organizations are making costly decisions to label a change management plan as transformation.
The need to change is identified by a constant evaluation of the present to the past.
Think about that for just a minute.
When you have decided to make a change, you are evaluating current state to the past, and that process goes back and forth until making a determination that something must change.
Even during the execution of a change management plan, there is a constant evaluation of past and present to gauge progress and to measure completion and the ultimate success.
From an organizational strategy perspective, that measure of success is ROI – did the totality of the change management investment indirectly or directly drive revenue.
For an individual, change initiative success is still ROI but likely more intangible albeit should still be measurable.
There are five critical stages of a change management plan. Let’s dive into those.
Five Stages of Change for Your Plan
At Intelivate, we regularly speak of mindset and approach/result, and it is something we use in daily operations as well as with clients.
Everything starts with a thought, attitude or overall mindset and eventually results in some behavior – even if that behavior is inaction.
I will break down these five stages of change in the same way but look at mindset and approach at the three layers we discussed:
- Organizational Strategy
- Leadership Strategy
- Individual Strategy