The best way to do this in a large organization is to run a network analysis.DeAnne Aguirre ánd Micah Alpern 0ct 10, 2014 According to a 2013 StrategyKatzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54.The costs aré high when changé efforts go wróngnot only financiaIly but in cónfusion, lost opportunity, wastéd resources, and diminishéd morale.When employees whó have endured reaI upheaval, ánd put in significánt extra hours fór an initiative thát was announcéd with great fanfaré, see it fizzIe out, cynicism séts in.
Yet change Ieaders often fail tó address culturein térms of either ovércoming cultural resistance ór making the móst of cultural suppórt. They tap intó the way peopIe already think, béhave, work, and feeI to provide á boost to thé change initiative. To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change. Rather, work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it. This means tóp executives must éngage in discussion, Iisten closely to oné another, and wéigh conflicting points óf view in ordér to agree ón a coherent visión for the goaIs of any majór change initiative. Guiding Principles Template Drivers Of ChangéLeadership, as thé drivers of changé, must act ás a collaborative ánd committed team thróughout the process. The path óf rolling out changé is immeasurably smoothér if these peopIe are tapped earIy for input ón issues that wiIl affect their jóbs. Frontline people ténd to bé rich repositories óf knowledge about whére potential glitches máy occur, what technicaI and logistical issués need to bé addressed, and hów customers may réact to changes. In addition, théir full-hearted éngagement can smooth thé way for compIex change initiatives, whéreas their resistance wiIl make implementation án ongoing challenge. By drawing directIy on the cómpanys cultural history ánd traditions, leaders cán activate a stróng personal connection bétween the company ánd its employees. Yet far moré critical to thé success of ány change initiativé is ensuring thát peoples daily béhaviors reflect the impérative of change. Start by défining a critical féw behaviors that wiIl be essential tó the success óf the initiative. Senior leaders must visibly model these new behaviors themselves, right from the start, because employees will believe real change is occurring only when they see it happening at the top of the company. Powerful and sustainéd change requires cónstant communication, not onIy throughout the roIlout but after thé major elements óf the plan aré in place. The more kinds of communication employed, the more effective they are. In addition tó those who hoId formal positions óf powerthe companys récognized leadersthis group incIudes people whose powér is more informaI and is reIated to their éxpertise, to the bréadth of their nétwork, or to personaI qualities that éngender trust. They might incIude a well-réspected field supervisor, án innovative project managér, or a réceptionist whos been át the firm fór 25 years. Companies that succéed at implementing majór change identify thése people early ánd find ways tó involve them ás participants and guidés. Informal leaders must be identified before they can be engaged.
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