Shifting Change: Insider Tips from Project Leaders

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Today's world is influenced by change. Project managers and their organizations need to embrace and sometimes drive changes to keep up with the pace in highly competitive environments. In this blog, experienced professionals share their experiences, tips and tools to manage and exploit changes and take advantage of them. The blog is complimentary to the webinar series of the Change Management Community Team and is managed by the same individuals.

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Luisa Cristini
Nic Jain
Ruth Pearce
Abílio Neto
Steve Salisbury
Vitaly Geyman
Walter Vandervelde
John ORourke
Ronald Sharpe
Angela Montgomery
Wendy Heckelman

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Viewing Posts by Steve Salisbury

How transformational leadership and organizational change management work together to drive phenomenal results

Working for years with senior executives driving transformational change, I’ve observed that sometimes leaders jump directly from strategy to execution without doing necessary preparation to activate and accelerate implementation within their organization. This preparation requires transformational leadership skills to transition from strategy to execution. I have also observed that organizational change management (OCM) cannot take the place of or make up for a lack of transformational leadership.

Leaders use OCM to provide a structured approach to leading the organization through a transformation or a large-scale change. There are, however, several prerequisites necessary for OCM to be successful. These are elements of transformational leadership.

  1. There must be a clear and compelling purpose to the transformation.
  2. Outcomes must be specific, attainable and measurable.
  3. The leadership team must be aligned on these two points above.
  4. The leadership team is willing and able to put aside their own functional needs to consider what is best for the whole organization during the transformation (to eliminate cross-functional dysfunction).
  5. Organizational risks, including cultural risks, must be identified with an adaptation plan in place.
  6. The right governance structure is in place to provide day-to-day leadership for the transformation.
  7. The leader agrees to play a role in strategic communications.
  8. The leadership team agrees to engage with front-line employees and middle managers to enroll them in the change.

With these elements in place, a strong OCM plan can be established and executed. OCM leverages these elements by providing and executing:

  1. A strong communication plan that emphasizes purpose and outcomes and includes the leaders’ active participation.
  2. An education program that describes how the environment will be different after the transformation, including defining individual role changes.
  3. Organizational planning that revamps leadership and managerial roles and structure.
  4. Enrollment plans that determine how front-line employees and middle managers will be involved in the implementation.
  5. Skill training required for all impacted parties to learn how to operate in the new environment.
  6. Long term entrenchment plans to embed the transformation for the long-term.

All of this combines to create a winning formula to drive phenomenal success, often exceeding targets.

Call to action: As you consider your next transformation, think about these points. Have you done the work necessary to prepare your organization – starting with your leadership team – to drive success? Have you activated the team and set the stage to accelerate the work?

 

 

Posted by Steve Salisbury on: August 05, 2019 11:53 AM | Permalink | Comments (3)

Lessons in Sponsoring Change

Categories: Sponsorship

A few years ago, I decided to hire a general contractor to build a house for me. The contractor, Ron, told me that the typical house takes 160 days to complete - from groundbreaking to occupancy.  He then warned me that because the house was 700 feet off the main road in a heavily wooded area, construction would take longer. Just how much longer, he would not commit.

I determined to reduce construction time. My plan was to stay engaged with the Ron and treat the subcontractors like royalty. During construction, I went out to the house nearly every day. Often it was after work to evaluate progress and report findings to Ron. Normally the reports were positive. Occasionally there were small issues for him to address. One time there were electrical outlets in the wrong place; he fixed it. Once I found a wall six feet from where it was planned. Ron made it right and thanked me for identifying the issue so quickly.

At times, I would go to the site early in the morning before work, or during my lunch break. During these times, I took coffee, water, donuts, cookies or pizza for the subcontractors. Later, I learned that these gestures created a sense of purpose and appreciation among the subcontractors. They wanted to help people build their dreams. They wanted to do good work and they wanted to feel like they were a part of something bigger than eight hours of labor a day. I also discovered later that this worked to my advantage as many extras were added - at no cost.

There are two major lessons here. First, the sponsor of a project must be actively engaged in monitoring and guiding progress. Can you imagine the costs and delays if I hadn't found the misplaced wall as early as I did?  The second lesson is to engage and inspire your employees during change. I used donuts and coffee to share my passion for building the house in the woods, and in turn, the subcontractors felt like they were part of something bigger.

You might say, "Well, Steve, this is a nice story, but so what? You expended a lot of time and energy to supervise the construction, a job you delegated to the general contractor, Ron. But what were the real benefits?" We moved into the house in 140 days, the house met specifications, and the project came in under budget. How many of your projects achieve these kinds of results?

Call to Action: When you consider your next change initiative, as a sponsor, plan time in your calendar to stay engaged with the project. Think about more than just attending the regular status meetings to stay informed. Instead, make a difference. Talk to the employees doing the work. Ask the project manager informally about progress. Schedule lunches or other events during the project and not just to celebrate the end of the project.

Dedicated to your profitable transformation,

Steve

 

Posted by Steve Salisbury on: July 09, 2019 02:31 PM | Permalink | Comments (8)
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