In my years of delivering small to large-scale change, there
are a number of consistent themes and lessons (I refer to them as scars) that I
have gleaned. So I would like to share with my network.
Now I don’t profess to know everything because as human
beings we are always learning and growing, and are capable of so much more than
we give ourselves credit for. And I am pretty sure I have not covered
everything - so I preface this as a discussion rather than a dictation.
Seems transformation is the buzz-word at the moment and has
been for some time. Do we really know what it means and what is required
to achieve this?
My handful of ‘sparkles or crystals’ –
as I like to call them – will not guarantee success but will definitely provide
a good base to start from.
1. Clarity like a Diamond
Do we really know why we want to undertake a
transformation? I am sure you have seen many amazing videos to understand
this (Simon Sinek is definitely one of my inspirations), however I am not sure
that this is practised. Instilling feeling and passion in our 'why' is critical
to accelerate understanding and buy-in, improving chances of success.
A clear vision of future business capability and a target
state operating model – as aligned to our 'why' – allows development of a
traceable plan between where we are today and where we want to be. More
importantly, this clarity bonds the 'guiding senior team' and drives consistent
messaging across the organisation.
2. Committed as a RockStar
Commitment at the senior level is an action statement not a
spoken sentence. Walking the talk is key to shifting resistance and if
demonstrated consistently from the top, expedites shifts in behaviours and ways
of working across the organisation. This includes role modelling future
behaviours and changing what gets measured.
It takes an organisational team effort to shift cultures,
peoples attitudes and ways of working, which is best expedited from the
top.
3. Co-Design like kids building a sand castle
Do not assume that senior people know best, as often the
best ideas and innovation come from our front line people and
customers. Our customers will honestly outline what is most important to
them. The benefits of collaboration and co-design far outweigh the risks of non
involvement. Yes it might take a little longer, but the investment upfront
multiplies value at the back-end.
The motivation and inspiration I have witnessed in teams from
being asked to contribute to a company’s future still brings tears to my
eyes. And these projects and changes have in my experience, been the most
successful ones. As human beings, we want to contribute, be the best we can be,
and then be acknowledged for our efforts.
4. Communicate using a blingy loud speaker
The best projects and programs I have been involved in
embedded a consistent program of clear, concise and targeted messaging at all
levels. Not only is this an effective tool for outlining plans and
acknowledging success, it also reinforces clarity and alignment of purpose,
often encouraging valid questions.
Make sure that your communications strategy leverages
multiple channels to tackle different audiences and needs, and never, never
under-estimate the value of face to face communications.
5. Credibility like the moon and stars
It is difficult to sell a large-scale change to the Board,
Senior Managers, people and customers as it requires investment and potential
diversion from the main game. Build credibility by intentionally planning
‘quick wins’ to consistently demonstrate and communicate achievement.
Make sure your metrics for success include these objectives.
5. Combine ‘glitter’ with BAU
To ensure we are set up for success, we need to understand
that if we are doing something additional on top of our existing operational
activity, then something has to give. It means acknowledging that this
transformation will impact everyone in some way, shape or form and we need to
re-align our priorities. Expecting people to do more on top of their daily
job is unreasonable and unrealistic.
6. The Crowd – The People – The Gems
If I had to choose only one thing to make transformation
successful, it would be to put people first. Listen to the people, engage
the people, understand their concerns and address them, communicate and
communicate again, have empathy and be kind.
Transformation is not about implementing a new system or a
new process, it is not about saving the company money and it is not about
increasing revenue. These are outputs not outcomes.
Transformation is about winning the hearts and minds of the
people so that they are inspired to contribute and facilitate the
change. By delivering true value to people (and customers), we in turn
improve profitability and make our customers and shareholders happy.
More importantly, we change people’s lives forever, who come
to work motivated and inspired to be the best they can be every single day.
Still interested? Stay tuned for information on upcoming conferences and summits by following us on Facebook @ Akolade Aust
Written by: Renee Armstrong
Making a difference in life and career through helping people and organisations realise potential and value. As an inspirational and motivating leader, I am passionate about leveraging people as the differentiator to enable organisational strategy and success. I pride myself on changing people's lives and transforming organisational culture.
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