There are many change models published which all set out to give guidance on how to make change in business a success. Most of the research can leave you feeling rather daunted as the general message is, most change fails to deliver on the original promise.
This applies equally to mergers and acquisitions, cost-based restructuring or even when there is rapid generic growth. Using John Kotter’s 8-Step Change Model as a framework, I’ll
share what has worked for me based on my time spent working in businesses across Europe.
Step 1 in Kotter’s model is all about ‘creating a sense of urgency’ in the business for the need to change. If people in your organisation do not buy into the Why? Then there is little point moving on to the What? When? How? and Who?
Investing time in explaining the reasons why change is needed should not be underestimated. In fact, my general rule when planning major change is to double the original time estimate, and in some cases, where the change is complex and far reaching, double it again.
The reasons are straight forward, give people time to understand the need to change and allowing them time to give feedback and challenge will build trust. Whilst there will always be some resistance to change, investing the time at the beginning of the process will pay dividends later on.
There is also no doubt in my mind that if your business has a robust communication and feedback system in place, irrespective of whether Trade Unions and/or Works Councils are involved, then the on-going change agenda can be shared more easily.
The key messages of why change is needed should be written up and signed off by the CEO or Executive Sponsor and shared with the management teams to ensure consistency of message. However, its important for the message to be adapted to the different audiences across the business so that everyone understands what this means for them as individuals and teams.
Finally, the delivery channels for the messages on the need for change need to be fully utilised to ensure everyone impacted receives the communication, irrespective of whether they work in an office, on a night shift in operations or as a member of a sales team.
I have seen this approach applied in a large business unit involving commercial, back office and manufacturing operations with complex shift patterns.
The change in this example involved some job losses and ways of working changes, however, the Site Director decided it was so important that everyone knew the reasons for change that he ran the briefing process twice prior to starting the formal consultation process. The investment upfront paid off. All the changes needed were successfully delivered with the full cooperation of all involved.
If you’d like to discuss this article with me in more detail or a specific issue in your business,
contact me via my website, www.hr-changeconsultancy.com or email me
John Kotter is a Harvard Business School professor and world-renowned change expert. Launched in 1996, his 8-Step Change Model from his book, “Leading Change” remains one of the most popular and well-established change approaches.
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