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Change Is In the Cards
Resistance is a given on most major change initiatives, but if it can be transformed into useful feedback, it can often improve the end result, says project veteran Cheryl Randle, who helps Hallmark Cards greet organizational change with a win-win focus, tailored communication to stakeholders and training to drive performance.
Cheryl Randle works for a company best known for its ubiquitous greeting cards that cheerily ring in life’s milestones. But as Randle began to implement major changes in Hallmark Cards’ technology division, the process and capability manager for the company’s Project Office was met by a response that was a far cry from what’s normally found in the company’s warm-and-fuzzy missives.
"This process sucks," Randle says with a chuckle, recalling some of the more direct feedback she received to major change initiatives that included the purchase and implementation of new software for IT support and management. But Randle, a 30-year IT veteran, had prepared for the resistance and responded by going well beyond the lip service of Management 101 change clichés.
Projects@Work asked Randle to share her thoughts on how project teams and their leaders can effect positive organizational change even in the face of stiff and vocal resistance.
What are the most important two attributes that a person driving a major process change initiative must possess?
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"I'm glad I did it, partly because it was worth it, but mostly because I shall never have to do it again." - Mark Twain |