Crises and change processes test the quality of an organization’s management. Good managers in stable environments show their weaknesses when circumstances require effective transformation. As there is no reliable manual for such moments, I’ll take the liberty to propose some guidelines:
Ten keys for managing change successfully
What gives meaning to change is the expected benefit from achieving the change promoted. You need a reason to change.
After deciding where we want to go, it’s essential to precisely define the itinerary.
The change should be ambitious, yet possible. It is necessary to measure the strengths and the capacity to capture the required resources.
In the design phase for change, there’s leeway for doubt and differences of opinions… However, in the execution phase it is time to act determinedly.
Change is successful when it is able to gather around itself the highest number of eager stakeholders.
The best change agents are usually sensitive to the different points of view of the different interest groups.
Whoever promotes change must not just convince. As far as possible, it is desirable that he incites enthusiasm too.
Change design includes the verification processes in each one of its phases to evaluate whether the plan is being correctly accomplished.
In a change process the first who transform are the protagonists. The final outcome is that people think and act in a new way.
To consolidate a culture of change, it is essential to recognize the contribution of those who have actively supported the process. Change must be a winning move.
Seven errors of change management
When we lose control over our lives or business, change becomes the execution of a script written by others.
In some cultures the capacity of some people to find quick and intuitive solutions is overrated. At the end of the day, the results put each one in their place.
Change is also a question of attitude. Where some see opportunities others warn only of threats.
- Lack of leadership
Change should not be an anonymous process. It needs visible faces and people who take on responsibilities.
- Lack of communication
The best change project can be ruined by the effect of undesirable rumours or poorly managed resistances.
There are people with great achievements in their bios which cease to bring value when attachment to bygone practices outstrips the ambition for future achievements.
- Creation of coalitions
Internal conflicts deflect power from change. So long some fight with others, the opportunity for change to the benefit of all is lost.