When we as consultants or internal change agents are working in any organization, however large or small that is, we should consider the variety of ways change can be brought about. At least in terms of process, there are many many many tools and approaches for improving organizational performance. At least I have never been asked to directly instigate intentional reduction in effectiveness, so I have to assume improvement is the common aim of change programmes. I am still surprised at how wedded to one or two method many of us can be, not because of their superior utility, but because we have always got results from using them or because we have deep experience in them. As change agents, consultants, managers tasked with getting improved organizational performance we should be eclectic thinkers, management magpies, raving researchers, midwives of innovation, seekers of nuggets of novelty and all round scavengers of ideas that work – regardless of their provenance. If we don’t develop new tool sets and new approaches to using tools, getting to mastery of our crafts then all human invention would have stopped at the wheel, hewn from a solid block with a crude axe.. no need to find something better.
Search the literature of group dynamics, psychology, lean systems, quality management, Open Space Technology, NLP, cbt, brief therapy, Problem solving methodologies, Engineering design, influence and social networks to find new and novel approaches to your organisation – if hitting the nail with your hammer is causing you rsi, GET SOME MORE TOOLS or get out of the game of change.
In these days of cyber networks its easy to think we are really well connected, have contacts, know people and are linked in. Well relationships are critical to leadership and even more so when taking others on a change journey… so why not pay a little more attention to the relationship we have. Making explicit what is implicit is a starting point. As an exercise for individuals relationship mapping is a great way to make you think about who you know, and what they know and how they influence your success.
See the text below for a way of mapping what is, what should be and how to get from one to the other… no man is an island, or even a small nationalistic country – co operation, interdependence and plain old scratching each others back is back in fashion… not that it was ever really out.
If you don’t know who you know, how can you manage relationships to ensure you are successful in leading change? We all have circles of influence – some formal given by position and rank, and many more informal given by history, shared interests, debts, favors and recommendations. If you want to really make an impact in change leadership you should know who to bring into your camp who may not be there, and how to influence the ones who already are.
Take a large blank canvas; a flip chart pad is idea, but the back of a poster or a large format paper. A3 is probably the smallest which will work well.
Draw a circle in the centre with your name or initials in the centre. Then start to map the surrounding space with the names, or if you only know the position/title of the people who are in your network currently. Follow these guiding rules:
The most frequent meetings/ interactions should be closer to your circle.
Importance of the relationship is shown by size of circle
Influence you have is show by the size of the arrow going from you them
Influence they have over you is show by the arrow going from them to you.
You will finally after some thought have a diagram like this below representing the current state of you network.
The next step we encourage people we work with to take is to then think about the distance, should any be nearer, denoting more frequent interaction? Should any be further away? Should there be anyone on this map that is not currently? Are the arrows showing the relationships and influence that you need to be successful? Who should you be more influential with in this network? It’s also useful to ask if there are people in the network that should not be there for this project, but demand attention regardless.
We then ask them to update or redraw the map – showing the network that they should have as a change leader.
The second map shows the change in line strength denoting reducing or increasing influence, and also some new contacts to make, HR, the Head of Logistics, Accounts and Amanda. The frequency of the interaction between Sue and some of the contacts in the network have also changed in this example as the importance of their relationships change in the light of leading change.
The next step is deciding what action to take in each case to move from diagram one, to diagram two.
For the last week I have been working with a large group of internal consultants expanding their understanding of the nature of change management and the role of consultants. The participants of the programme, which is an accredited programme awarding certificates in consulting fundamentals, were already practitioners of change. However in their public service setting they were mainly concerned with and focused on the optimization of logistics and supply chain matters. In their evolution they has used a number of sophisticated optimization tools, spread sheet and analytical engine based techniques to deliver improved efficiency and performance. Unfortunately the success of this approach has made many of them, and their organization’s managers blind-sighted to many of the other approaches and alternative tools available to manage the successful change.
What was most surprising to me was the lack of emphasis placed on the softer skills of consulting and change, the relationship building and influencing skills. The week was revealing in many ways… the depth of confidence and belief in the methods that the participants displayed, the restricted range of approaches they used, the organization constraints placed upon them ( by an organization clearly in need of change) and the lack of engagement with the client that many of them expressed. It seemed the clients needs were secondary to getting work done.
As we progressed through the module of study and education, there were many occasions where the sound of pennies dropping was akin to standing next to a slot machine paying out the jackpot !
Relationships and influence are everything in change management ! No tool, regardless of provenance or power will work where there is no trust and credibility. People chose to change, people chose to follow, people chose who to trust and these choices are all based on relationship and influencing skills.
So what is my point in this post? If you work in change leadership, as an internal consultant or manager of projects then think about what you concentrate on when leading change, if its tools and processes then you need to change the way you change. Influence is everything – any system can be made effective if the people who use it want it to work well. You role in leading change is creating the conditions for people to want to do a great job and get great outcomes, without influence you are playing the game with the dice loaded against you.
We seem to strive to find the perfect process for change and the means of getting people involved in change in our organizations. I am not convinced there is a perfect formula, a magic bullet or a perfect recipe. However the human condition seems to demand some involvement and some discretion in all elements of life we participate in. Why would committing to change be any different?
In the 6o’s Martin Luther Kings raised the masses ideals with his “I have a dream” speech. Obama is doing the same now, raising hope when times are tough, sharing a dream for a strong and influential America, whilst at the same time encouraging people to take responsibility for the change – a dialogue of commitments.
Without a dream to aspire to you cannot inspire others to do something. Delivery is about shared perspiring – doing something that is worth doing, and making the effort to do it well.
The key it seems to us is the ability to create a dream, Visioning, that is credible and aspirational at the same time. That dream demands a dialogue with the congregation, the staff, the participants, those affected by its realisation, this we call Engagement. Executing is the process of delivery, getting things done through others and making sure they have the means, the information, the resources, the energy to do so.
There are not magic wands in change, but there are some approaches that work if used with skill and consideration for the context. As they say en France Bon Courage !!
I found this not too old piece from Jonas on youtube. You’ve got to see he has a point about companies not being able to survive by being mediocre copies of everyone else. We think innovation and re energizing comes from you – the competents within a company – not the experts from outside. Read about how you can make change happen and not become a slave to the off the shelf solutions peddled by the global consulting houses.
Implementation is not hard, its just about consistency and stamina. If you have applied the 3E approach and have clarity of vision, shared and understood in terms of a concrete challenge, and you have the right people involved and committed to action then implementation is a grind but straight forward. The role of the leaders in implementation is one of a provider of resources and a information. Monitoring of the right measures is crucial as is communication of that to the right people in the right way. Having feedback on performance is crucial to maintaining momentum, and energy. Why do you think running machines with monitors are so popular and stop watch lap times so motivating for runners? Human’s need to know how we are doing, and that is one role of the leader in execution of change – scores on the doors for people.
All implementation will hit problems. There is not a battle plan in the world that will survive contact with the enemy. In change leadership the same applies in terms of implementation, just add people to make it obsolete. However, having a plan to start with is important. It’s the box to think outside of, it’s the route to deviate from, and it’s the budget to exceed or beat. No plan is the solution, just part of the process.
Leaders need to be tenacious, resilient and at the same time humble enough to admit when things are tough. Stick with it and tell people how they are doing, implementing change in a nut shell.
I have come to the conclusion over time that most of the definitions of leadership and management are confusing, rather than helpful. Dependent on which text you read you find elements crossing over from one to another of the two concepts. When we talk about change particularly the crossover is more evident. Is this important or even relevant to change? Well in my opinion it is, because of the recurring nature of change, the fact that it is never done and dusted for any length of time, means that people can quickly tire of it and therefore, for me, they need leadership more than they need management. Ahh, you say.. but what do you mean by leadership? Well rather than create a long list of attributes, traits or actions of leaders, I thought I would cut to the chase and give you the single most important issue for me…. People.
Most change management texts are about the process of getting change implemented, the systems, the plans, the stages and the methodology. All of the above are important but not as critical as the people element of change. Leadership for me is about helping people through change.
Therefore the term is about people more than about processes and tasks and systems. Leaders inspire others to follow and others to do something themselves. Again this is about personal change. You can manage others quite clinically, without getting emotionally involved by following the book and doing as policy says. You cannot, at least in my experience, lead without getting emotionally involved in how people react, without taking it personally, without having a real stake in the outcomes at heart.
Now a quick google will reveal lists of the difference and similarity between leadership and management, but for a quick definition, look to leaders lead people through change, managers ensure processes are followed.
Who do you want in these turbulent times at the top of your organisation, a leader of people or a manager of processes?
No sector is seems is not effected by the current economic downturn, recession or crisis – you choose the term you dislike most. However the rush to reduce, re-size and remodel is to me a symptom of panic and pressure to act rather than the product of rational thought and considered action. Big corporate have the pressure of the shareholder to think about so need to make a profit at all costs – what is not so obvious to some is that their shareholder are in many cases their employees pension funds so meeting one criteria for success fails another.
What should we do as a alternative ? because we all know criticism is easy but generating alternatives is not. Well I don’t know many organizations that hire dumb people out of choice – even the White House has got that one now . Given the scale of the challenge, given the limited off the shelf options for a business in recession, why not take some risks – more risk with the people you have ’s ideas.
Take the scenario of a small business who employee 40- 50 people in distribution and logistics. When there is less work and costs of employment are constant the option off the shelf is to reduce the staff. Lower staff number to match the reduction in work available and match the reduced cost base. Clear and logical and expected from the management. So lets say 10 people loose their jobs to meet the downturn, harsh but fair. Or is it ! What would happen if the same 40 – 50 people where given the task of income generation, cost reduction, business remodeling, sales generation, business marketing, asset reuse, space leasing, alternative income raising and growth rather than death by a thousand cuts. I think they might as a collective with the right leadership generate ideas and plans and product and ways of using their existing asset that the management , because of their training, would not see in a million years.
Is this the rant of a delusional mind – possibly but if you look for them ( and I do) there are examples of businesses doing remarkable things ( from the ideas of their workforce) when the business is under pressure. If you want to read about some incredible employee ideas for success read Maverick, by Ricardo Semler. You will see quite quickly that re organizing, re structuring, re engineering are the reactions of an anorexic mind – feed it with ideas from your people and grow healthy as an organization.
I work on a programme for one of the large European telecoms groups, dealing with cross border management. The delegates get two modules of input, one specifically dealing with the issues related to culture in a national sense, so one countries approach to life and work vs another, and the second module, the one I work on is about leading people and change in a cross border context.
What is interesting for me to see, is how people who have to manage across borders struggle to recognize what it is that needs to be focused on. Without doubt managing people in remote offices from a central point is difficult, and demands more skill and forethought than an intact co -located team. However, cultural differences are no more an issue than say, experience differences in two team members, or even personality differences. Culture is one lens for looking at diversity and not a separate and somehow special category of management science. At least that’s is how I have always experienced it. So a Japanese manager who really does not like to listen and does not value the opinion of his staff, is not necessarily doing this because his culture says he is more senior and does not have to act on upward feedback and a senior manager should know his subject more than his juniors – it could be that he just ( as a fully paid up member of the human race) does not like to listen!! Not all Americans are go getting sales people who can talk the leg of a mule – some are and others are quiet, considerate and thoughtful introverts.
So why the post? Well the way you consider a problem, the lens you view it through determines the clarity of what you see – so seeing culture, culture , culture as the problem means you will look for cultural solutions or cultural explanations for behavior. Now in some cases this might be right, but also the lens of personality type might be the right one, or the lens of skills and experience, or the lens of pressure and stress, or the lens of corporate norms etc etc. If we excuse behavior because it’s the cultural norm for a national group, then we are not helping the cause of developing better leaders.
If we can only see things from one perspective we can only apply a limited set of possible solutions. Leadership is not something that can be compressed into a nice easily labeled box. It is a multi faceted issue requiring some additional lenses to see it clearly.
I am all for training and workshops to expand the understanding of leadership, and the experience of those that we lead. What I think we need to do is ensure we do not become myopic and only see what we want to see.
Now is a busy time for people who work in organizational change. As the chaos of the markets settles down from shock to resigned action, there will be a need to assist organizations re energize and rebuild. Many organizations will react to the downturn with reduced headcount, or compressed organizational structures. In my experience, and I am sure that of many who work in change management, a new structure does not alway work very well however well planned on paper. It’s into this space that organizational change specialists step to assist the re energizing of the business – the process of getting the energy flowing again, in a positive and productive direction.
If you are a survivor of the corporate night of the long knifes then giving your all is not always the first concern. Keeping a low profile , head down and out of sight is many’s natural and understandable reaction. It’s always the tallest corn that gets cut first as the old adage goes. If this is the case how will our organizations innovate, thrive and really survive? You need peoples freely given effort to get an organization really buzzing and really competing – that will not come to be when people are anxious and afraid to contribute.
So what has this got to do with a career in change? Well history tells us that the situation we are in now is not new, the scale may be larger than we have experienced for a while but the situation is not in itself new. Change can be managed in a positive and engaging way – or an imposed and brutal way – there is a choice. What many organizations are lacking is people who see change as their role , their vocation, their territory. If we had more really committed change agents, change managers, change executives, change leaders then we would I am sure have more positive and well implemented change. We rarely accept amateur accountants or people who want to dabble in medicine, but change is an area of work we think we all know a bit about and so can have a bash at.
So why don’t you think about a career in change and become an expert in demand – as any really good practitioner is at the moment. It doesn’t stop you having another role within the organization, but being an expert in positive change management is never going to go out of fashion.
Today I am speaking at a conference on OD again. Having seen the slides of the speakers, including my own, i can see we have an unhealthy preoccupation with models. In describing what we do in OD and change we seem to have to resort to a 2×2 or 3×3 or spiral or pyramid or cube or sliding intersecting circles or some other often meaningless drawing. It’s not the drawing or the model I object to, as I am a user myself of diagrams, but the faith we place in them to show how change works.
Lets get some things clear, change is complex, and a model may not show all the elements of what is going on. What ever your favorite model happens to be, there are others out there that might also be of use. What you have will inevitably not cover all the bases in the game, all the time, in all the organizations you work in.
Models in engineering are examples to show what might be, models in architecture the same so why should we be so wedded to our conceptual models of what might be in change.
I think the model is the starting point, a place to deviate from, to build onto, to dissect, to deconstruct in the pursuit of understanding. My conclusion is that this takes a will to be wrong and a will to be open to new interpretations. If the outcomes are more models, more diverse but more appropriate to the specific change undertaken, then that for me at least is a good thing.
Third presentation attended and I have model and diagram fatigue – have I learn’t more about understanding of OD…. Jury is out on that one.
I am speaking again for the CIPD, the UK and probably Europe’s, most informed institute of HR, later this month. They are holding a conference on change and one of the streams is OD. I have been asked to do a piece on practitioners experiences. Particularly they wanted some tools and tips for OD people.
Why does every one want the silver bullet without thinking about the gun and the gunslinger? I do think models and tools are cool, I collect so many it’s crazy. However, as the old saying goes, a poor workman blames his tools. You, me , everybody should think of ourselves as tools for change and leadership and stop searching for the silver bullet, the stake through the heart of dictatorial leaders, or the holy grail of change. Truth is, there isn’t one – there are some great models, our’s for example, but they are only useful in the right hands, the right place and used the right way. That’s what we should be thinking about when we explore OD, less tools and more craftsmanship.
Many years ago I did an apprenticeship in Electrical Engineering, four years of study, practice and carrying older more experienced craftsman’s tools. It was not the prefect way to learn, but it was a blend of practice, theory and old hands passing on tips and experience. As HR managers and line managers getting involved in change implementations, seeking help from consultants or specialists in OD, maybe we should see if they have been through an apprenticeship somewhere…. at least in concept if not in reality.
Tools in the wrong hands can create havoc – a craftsman knows how to use them, when to use them and the best tool for the job. Consultants should be treated the same – check their previous work, find out about their tools and their pedigree as practitioners.
Here’s a secret, pass it on.. there is no ultimate model of change that works, just some tools in the right hands used in the right way.
