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As with any buzz term (employee engagement being high on the list of buzzes), group think and assumptions cloud a clear understanding of a motivated individual… Bringing your dog to work might be cool and something to brag about with your friends and running with an impassioned leader may feel good, but having your work matter and understanding why is the ultimate motivator. You do have one?
Placing an external change management resource high in an organization is incredibly powerful. Leveraging that power in a way that is honest and effective is an approach few C-level executives choose to use. I will make the assumption that this is a tool at the bottom of the box that you did not know you had. This is what has happened when I have lived this role for a client- The employees are shocked and surprised like a kid who gets two pieces of candy at the store instead of one. I dug back into some seminar sheets for executive consulting I did back in the days when my focus was executive communication. This is the second of those tidbit tip sheets. The information applies just as well 10 years later. -Whether or not they agree with you your audience members are there to listen to your information. Notice I did not say that they are there to listen to you. Unless you have quite a following or are famous, it is your content they are looking for. Keeping this in mind is your first step in conquering fear and anxiety- the two plagues on presentations.
If I might have a word with the king… What you are thinking of is CHARGE. With good armor and that chosen knight and some fireproofing undergarments you could probably get the dragon. But you also have the problem of that other king guy across the bog, reports (family?) with a history of slaying to get ahead and Dukes and Duchesses that always seem to be out of earshot. What entity, element or approach do you have in your organization that links the separate parts together? And no you the CEO or senior leader does not count (although you do get credit if you assumed that was your responsibility). HR would like to have that ownership and there is a history in the literature trying to prove and justify their role. But because of the nature of many of the HR functions, governance, performance, compensation etc, it works best as a transactional function. An idea starts, a strategy forms, a new tool appears. Change will follow. In order to get from beginning to end of the change that original seed will have to go through what I call Translation. For change to be successful that seed will have to be turned into work. To get the work to happen, context for the stakeholders will have be connected to big picture. Or if they are instantly on board their list of work will have to be presented to them. Getting there is the translation. Sorry a tease I am not ready to tackle this yet. But suffice it to say if you are an executive and a consultant mentions Kotter you would do well to get a second opinion. And look closely at any current program or certification (I will leave out the name but do a change management search and they will rank high-later post) that has Kotter as its foundation. Any method or approach that bases itself on “best practices” is first a few years behind and second grabbing data from one group to answer questions phrased from a different group. Data for one thing that is not the study focus. And run away fast as an executive from anyone who gained their expertise from a study… Have you ever accidently hit or thrown a ball over your fence and wondered where it landed? If it arches or lobs you probably will not break anything. If it was a line drive effects will follow quickly. An executive who passes the buck to a project lead is the thrower. The neighbors are the stakeholders. And neighbors can get nasty and do sneaky things… I have seen a few change initiatives thrown over the fence with the resultant angry, resistant stakeholders. And so the change is approached with reducing resistance as the core assumption. The first step for effective Change Management is to define the End State. Always knowing what the change will look like, feel like and be effective for underlies the whole change process. You will have many different versions catered to different stakeholders and stakeholder groups. Keeping this in mind, the key to successful roll out of change is to work back from those definitions. Once you have a clear idea of the End State then you can determine why the change makes sense, where the effects of the process might land, who will need to be involved and at what level of participation, what needs to happen, how and when it will take place. |
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