Too often a tactical and piecemeal approach is wrongly adopted. Agree a high level plan, including the case for change, Purpose, clear desired outcomes, sponsorship, governance, staff readiness, change planning, risks, communications, implementation and realising benefits i.e. formal Programme Structure.
Clearly to be shown in early presentations, including how the business will work across central functions, operating companies and geographies. IT /IS systems to support the business - implement needed changes.
These are learning kits for tackling all the new skills required to deliver effective and lasting change and amongst others include effective engagement, leadership, culture, conflict resolution, negotiation and managing resistance.
State the facts and give the benefits. Staff should ask ‘What’s in it for me?’ Engagement happens when people do things differently.
In practice, only 10% will be early adopters, 10% resist strongly and the majority (80%) will slowly come around to new ways of working (accelerated by a good change programme!). Get the early adopters to lead resistors.
For example, with a merger develop the leadership story and new values / brand identity through graphics, sound bites and film. Get staff to show they are engaged and adopting New Ways of Working by making their own local videos through a ‘credibility campaign’.
Some are ‘command and control’, others are more empowered. You can assess and change culture and behaviours – a start is a good diagnostic tool to provide the baseline and vocabulary for moving forward.
These include emotional intelligence, design, good judgement and practical awareness that people are ‘the ones’ who will make change happen and deliver business results.
