Next Level Change Success

In the world of change there is a need for consistency. 'From little things, big things grow' and that is true when there is a transformation taking place. When working on a change transformation program is taking place it is often over a number of years. It can be after many smaller 'go lives' and many smaller changes add up to a transformed organisation which will not revert due to the change being so strongly embedded. Of course this pairs with resilience by those who are working on the change and delivering it.

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So how do you know if your change is going to hit the mark? Many times there are too many assumptions made and not enough questions being asked as change develops. 

In this episode we explore the best questions to ask, if you are a change sponsor, a stakeholder and even if you are change practitioner.

Some of them cover how engaged leaders are, whether those who are impacted have a seat that table, and one of the best questions - 'what problem are we trying to solve'?

Have a listen and take some time to reflect on whether these questions are being asked, or whether assumptions are being made.

Like what you hear and interested in developing your change skills, fast. Come and visit us at www.myvirtualchangemanager.com

If you are lucky you work in a program or project team which clicks and everyone understands each others role and in moments where there is confusion, communication is strong enough that agreements are quickly made, and a 'can do' attitude prevails. However sometimes you may not be so lucky. There are some typical reasons for tension which is created between a project manager and a change practitioner. On the surface there may be some tension in the form of 'non-performance', however it is important to always dig deeper.

It could be due to a lack of role clarity and a misunderstanding or clash of expectations.

Another area which can create tension is where both parties may not share the common goal of quality delivery and risk management. As change practitioners are often focused on quality delivery this can cause issues if the program manager is only focused on meeting timelines over any quality considerations.

If you are a change practitioner, there can also be tension if there isn't a mandated 'seat at the table' for the program, however a presence can be earned over time and change provided with more air time closer to delivery if there is trust.

And ultimately sometimes it comes down to tension being an opportunity for self-reflection and learning on a personal level.

If the world of change is a passion, and you want to handle change like a pro, come and visit us at www.myvirtualchangemanager.com

In this Episode of Next Level Change Success we cover the key areas in any change program which can either see change take place at speed, or slow it down:

1) Vision setting

2) Leadership engagement

3) Sponsorship and decision making

4) The right support for the most impacted teams

5) Clear timelines

6) Clear roles and responsibilities

7) The right resource mix in your change or program team.

Like what you hear? Come and visit us at myvirtualchangemanager.com for more change resources and tools.

Over the many years of experience there is one reason which makes sense to invest in and develop change skills and introduce a change framework into your organisation - EFFICIENCY. If your organisation is investing money in projects, and is on a path of continuous improvement across its business areas, then the complimentary investing in change skills and ensuring the health of your change ecosystem just makes sound business sense.

If investing in change skills in your organisation is something you are considering, take our Enterprise Change Maturity assessment to gauge where you may be and possible options to develop maturity.

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There are four key phases in a change process as it relates to projects. It is important to note that the phases do not correlate to time, which means you could move fast through these phases, or slowly depending on the pace of your change.

Planning: The intention in this phase is clarity. There are some key questions to ask in this phase. In this phase you also identify key stakeholders.

Assess and Design: In this phase it's all about the detail. Only through assessing your change in detail can you design the best change plan to engage, and lead impacted teams and individuals through the change.

Implement and Reinforce: Consider the change readiness before you go live, making sure all impacted people are ready for the change. After you have gone live with the change, reinforcement is critical to embed the change.

Review and Learn: This is where you can amplify the value of your change if you take the opportunity to reflect and capture the lessons learned so your company or organisation can benefit.

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We cover how you can change fast in your organisation, in your area or in your team.

Here are some keys to being able to change fast:

Leaders who are engaged and have developed the right capabilities will be fundamental to change agility.

Being explicit about having the right mindset: This is more than a growth mindset. Being open minded and open to constant change and improvement is a mindset to call out.

Purpose and linking the change to an authentic why and purpose. Whether that be improved customer experience and service, and the reason why the change is happening NOW. A sense of urgency is critical for change.

Bite size change: Understand the destination, but break the change into bite size change. A progression of smaller changes will end up in transformation. Communication needs to be consistent and the pace of change needs to be explicitly outlined.

Allow people to get up to speed and understanding the change: People cannot talk about or share about the change if they don't understand it or are unable to continue to talk about it.

Speed is also determined by those who can 'let go' of old ideas, ways of working or ways of being. However if you don't understand where the change is headed.

Measurable change: Understand your lead and lag indicators of change. If you begin to overload change into an organisation without any batching or integrated communications then you will start to wobble in effective delivery.

These are some of the areas to discuss and assess how well your organisation fares when considering these things.

To explore this more, read this blog post which covers change agility.

Come and visit us at www.myvirtualchangemanager.com for all things change and to develop your own change capability.

Wow this is the 50th Episode of Next Level Change Success, across three seasons and we are looking forward to continuing to talk about all things change related. Today we are talking about the real elements of change that matter.

These include:

The ecosystem elements in your organisation that can help or hinder change

The employees: Engagement levels, are they at the level they should be?

The skills of the change professionals: Are they adding value and building change capability across the organisation.

The leaders in an organisation. Whether they create psychologically safe environments for their teams to learn and grow.

The growing need for change intelligence in an organisation will never go away.

If you enjoyed this Episode be sure to leave a review so others can find us and increase their change knowledge. 

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Remember that change matters because people matter!

In today's episode we talk about Policy and Process changes. What make them unique and some of the areas in which people deal with them well or not. When policy changes are made they are often signed off by Board's or Governing bodies and then the question is asked - 'how are we implementing this?'. We are talking about this today. Where do you start and what do you need to consider when creating a change plan for a policy change.

Are you interested in exploring and learning more about change?

Come visit us at www.myvirtualchangemanager.com and sign up for our newsletter. Learn all about the various aspects of change in a practical way.

In the Episode we cover the pro's and con's regarding change accreditations. If you are currently on the fence about whether you should seek a formal accreditation or not this may help you with that decision. Based on my experience the balance between gaining change exposure and experience is just as important as gaining the accreditation itself so you can immerse yourself and completely understand the practice.

Come and visit us at www.myvirtualchangemanager.com and check out some of the resources we have available. They might just be enough for you right now and not break the bank!