CITI - partners in change » Change

Improving clients capability in marketing

Paul Ashton — Thu, 14 Feb 2013 16:39:31 +0000

The exposure of our higher education institutions to a more competitive marketplace led a client to focus on improving its capability in marketing. The faculties were enthused by the potential influx of students, but this initial commitment tended to fade in the face of more immediate and pressing matters. Recognition that the faculties did not have a common view of the proposed changes prompted the adoption of a more sophisticated, targeted communications approach, and waning enthusiasm was rekindled.

We have helped many organisations identify and deal with the ‘people’ challenges of change

Paul Ashton — Tue, 12 Feb 2013 13:17:15 +0000

A newly appointed director of wealth management in a bank was handed an unmanageable portfolio of work. He attempted to gain agreement from the management team on which projects to drop and confirm which were most important. This proved to be impossible because of conflicting agendas and very differing views as to what was ‘important’. CITI worked with the management team to clarify and gain agreement on the prioritisation criteria whist ensuring all involved had a common understanding about what was being done and why. This allowed for a significant ‘cleansing’ of the portfolio and acceptance of where scarce resource needed to be deployed.

Followers or leaders – who is more important?

Thomas Docker — Thu, 07 Feb 2013 13:22:46 +0000

Is this a twist on “Which came first the chicken or the egg?”

Maybe, but one thing is clear, unless there is someone willing to follow there is no leader; not even if one has the title of CEO or executive sponsor.

There are a lot of change management workshops and courses on leadership and creating leaders, but ‘creating’ followers tends to be handled across a number of areas that includes ‘motivation’ and ‘dealing with resistance’. Are we doing the followers justice?

Derek Sivers uses one of the many music festival videos in discussing leaders and followers. Be warned, the camerawork is shaky at best!

http://www.ted.com/talks/derek_sivers_how_to_start_a_movement.html

What is your view on ‘creating’ followers?

Our stakeholders have potentially conflicting perspectives and priorities regarding the change – what should we do?

Paul Ashton — Mon, 04 Feb 2013 09:13:04 +0000

Individuals have their own motivations and agendas. This is not the result of malevolence or deliberate troublemaking – it’s just the way things are. In order for change to happen and stick, individuals need to be effectively supported in understanding the need for the change and how it will impact them, so that they can internalise the change and be committed to it. Identifying an individual’s perceptions of what is in their favour, their WIIFMs (“What’s in it for me?”), and what is against them, their WAMIs (“What’s against my interests?”) is extremely valuable, but not always easy to do, and helps to identify where potential resistance and conflicts may surface.
If it’s not wanted, the change will not be successful. Failing to understand and address the political and cultural environment is a common reason for change not succeeding in the way it should. Consistent and continuous engagement and clear communications are essential, as are allowing individuals to voice their concerns.

Things to consider

Is there a clear, shared change vision?
Have all the stakeholders, those impacted by the change, been consulted and actively engaged?
Have personal agendas been taken into account?
Don’t stifle healthy conflict, as this often identifies valid concerns as well as showing commitment.
Discourage unhealthy conflict through agreeing and publicising acceptable change behaviours.
Manage resistance to the change; don’t resist it.

Delivery was considered successful, but following implementation the business appears to be struggling with the new work practices

Paul Ashton — Wed, 23 Jan 2013 10:15:27 +0000

Unless line management and staff have confidence in and understanding of new working practices, they cannot readily integrate them into their day-to-day working. As a result, they will fail to truly own the changes and apply them successfully in the workplace.

Such problems arise from a lack of emphasis on the adoption of the change products (deliverables) by the business to make the required impacts in operations. The business context for change includes the skills and personal motivation of individuals, as well as organisational elements such as work structures and business priorities. These factors are crucial to success in making change happen. Attention to change readiness issues early in the change journey, and careful transition planning as part of adoption, will have a considerable influence on whether a newly introduced practice is sustained or decays into disuse.

Things to consider

Is the change initiative addressing the hearts and minds of the adopters of the change?
Is the business involved – from the beginning – in designing the change?
Do you have a transition plan to identify the support required to the line in adopting the change – and are there specific measures for the success of the transition?
Include in the modelling of the operating level of the business change what is to be:
- started (e.g. new processes and behaviours)
- stopped (e.g. old procedures and old habits that are no longer needed)
- modified (e.g. changes to the current routines)

This will allow individual receivers, as well as groups, to identify the impacts on them and adapt their working practices accordingly.