The person managing change isn’t usually the one who needs to do most of the changing. The manager might be affected by the change, however it’s usually other stakeholders who are more affected. The overall success of the project depends on their capacity to adapt and to change their thinking and behaviour.
This is not to minimise the importance of effective change management, which is effective precisely because it engages people and gets them involved at the right level. And while it’s important to focus attention on management skills and knowledge, it is also important to reflect on what stakeholders bring to change that empowers them to succeed.
So, there are some pretty big questions that need to be considered. Questions like: Why do some stakeholders embrace change and succeed at it while others don’t like it and tend to resist? And, How can you get more stakeholders to accept and succeed at change and, at the same time, minimise the risks of those who don’t want to change?
Questions such as these go to the heart of personal change fitness and organisational change readiness. They have profound implications for anyone managing people through change. If you want research-based answers to these questions, we can help you. We have ideas that can really help improve your outcomes with change.
A great place to start is with our FREE VIDEO SERIES. Put your toes in the water. Check it out for yourself and see if you resonate with our insights. Who knows what doors it may open up for you?
MANAGING CHANGE
UNLOCK THE SUCCESS PATTERN
CHANGE FITNESS
DISCOVER THE SECRETS OF SUCCESSFUL CHANGE
CHANGE READINESS
AMPLIFY YOUR CHANGE STRENGTHS
3 PATTERNS THAT AFFECT YOUR SUCCESS
There are 3 patterns that affect how successful you will be at managing change.
Pattern 1 – Change has its own success pattern. You need to know what it is and follow it. It will make you successful, every time. If you are ignorant about it, you’re probably in for a rough time.
Pattern 2 – The success pattern is simple, but not easy. It’s like climbing a hill wearing a heavy backpack; there’s always a backwards pull. This backwards pull comes from patterns in our thinking and behaviour. It’s only when we recognise these change-killer patterns that we can do something to fix them.
Pattern 3 – People who are good at climbing to the top of the change hill have change fitness patterns in how they think and behave. In organisational change, these change fitness patterns must be amplified and leveraged to acheive the best outcomes.
If you want to be adaptable, agile, and resilient, you need to get on top of these 3 patterns. If you want to be successful and you want to do it right, you need to get on top of these patterns. We can show you how to do that.
10 Hidden Resources That Will Make You Shine
HOW WE ARE DIFFERENT
We are different because we have a deep knowledge of change fitness and change readiness. That matters because there are 3 areas you must get right when managing change to get the best change outcomes.
The first area relates to strategy. Here you are asking questions like, “Why is it important to make this change?”, “What outcomes are we hoping for?”, “How much commitment do we have for the change?” These are questions only business owners or senior leaders can answer.
The second relates to tactics. Here we are asking different questions, like “Who will this change affect and who needs to be involved”, “What are the key messages to communicate and how will we communicate them?”, “How will we get the right people involved and how will we handle resistance?” Many change managers have skills in this area and this is what they are best at. We have taught change management at the Masters level.
The third area relates to change capacity and readiness. Here we have questions like, “How ready is the organisation (or team) to succeed at this change?”, “How much change capacity do the leaders and other stakeholders have, and what are their change strengths and weaknesses?”, “How should change plans account for the capacity and readiness we have to work with?” This is a specialist area for us (at the doctoral level) and it’s one that most change managers are not sufficiently trained or knowledgeable about to give you the answers you need.
The best approach to change brings all 3 areas together and produces the best results. So, if you’re looking for the best results, you need to talk to us.
