Leading Change – do you have a great vision?

A great vision needs to be about the future but it will fail if it is not firmly rooted in the present. You may wish to change a group but you can’t ignore its history, culture and organization.  Most of all you need to make sure there is a connection to its values.

This is where those who are new to the organization sometimes come adrift when leading and managing change.  Even if you are trying to move existing values on, you cannot totally ignore them in your vision for the future.  Somehow in your change, those in the existing organization need to feel that their present values are being honoured.

Your vision needs to have roots but it needs to be future focussed and challenging – it needs to reflect and set high standards, and high ideals.  Make your vision something that people will want to live up to.  That means it will keep chins high when you hit the difficult patches!

Your vision should inspire – you want it to raise enthusiasm and commitment. It is much more likely to do that if it touches the needs and aspirations of all those who have a stake in it.  This includes not only those inside the organization but also clients, customers, users and, if possible, your suppliers.

Make sure your vision can be understood – communicate it well.  Make it clear and unambiguous! Paint pictures when you talk about it that people can take away and imagine for themselves.  Make this a future they can see in their minds and want to be a part of.

Make your vision unique and distinctive – not to be confused with where we said we were going five years ago.  This must be special.

Above all make your vision ambitious!  Make sure that people can see that real progress will have been made when your vision is achieved.  This should be a vision that expands everyone’s horizons.

So to sum up your vision needs to be

  1. Appropriate to your history, culture and values
  2. Challenging with high standards and high ideals
  3. Inspirational
  4. Aspirational – reflecting the aspirations of all those with an interest
  5. Understandable
  6. Distinctive
  7. Ambitious

I’d love to hear you experience of working with visions – what has worked for you and what has not worked?

Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Leading Change – deciding who leads!

Challenge kart

Last week I wrote about putting a group together to lead your change – creating a guiding coalition (Kotter Stage 3).

This group needs to include both managers and leaders and they will work together as a team.  The managers will keep the process under control while the leaders will drive the change.

A group with good managers but poor leaders is likely to produce plans but have no compelling vision. It will not communicate the need for change well enough for it to become meaningful –  it will control rather than empower people.

While a group that has all leaders and no managers is unlikely to be organized enough to create the short-term wins necessary to keep others on board for the long-haul – it will not sustain a change initiative.

You need a group that can convince people that change is necessary in the short term.  Then keep them actively engaged through-out the process, so that you can achieve the long-term goal.

Has your organization has been successful in the recent past?  Then if you look hard enough, you will probably find effective change leaders and managers throughout your organization!  You just have to find them.  They don’t necessarily follow the traditional company hierarchy.

If the organization has not been successful for a long time then you have a challenge.  You will need to seek out the good, work with the less good and, if possible, make sure the organization imports some capable fresh blood and embeds and empowers the individuals quickly.  This change will require a very experienced change facilitator fully backed by the top team

To lead and manage  change, you need to bring together a group whose power comes from a variety of sources including; job title, status, expertise, political importance and, just sometimes, sheer force of personality, in other words, charisma!

How to put a group together in four (not always easy) steps:

  • Go out and find the true leaders and strong managers in your organization.
  • Ask for an emotional commitment from these key people – explain to them why you need the change..
  • Work on team building within your change coalition.
  • Check your team for weak areas  and ensure that you have a good mix of people from different departments and different levels within your company.

I would welcome your thoughts on this and, of course,  I am very happy to answer your questions

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Wendy Mason works as a personal and business coach, consultant and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you.  Email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439

Leading Change – Creating a Powerful Guiding Coalition

President George W. Bush, left center, joins f...

I’ve written quite a bit here about the Kotter approach to change.  In a recent a recent post, I dealt with his Stage One and creating a sense of urgency.  This post deals with Stage Two – forming a powerful coalition to lead and manage the change.

After 30 years of research Dr John Kotter believes that most major change initiatives fail mainly because organizations don’t commit to seeing the change through and don’t take a holistic approach throughout.   He has demonstrated that his 8 step process provides a way of delivering and embedding large scale organizational change.

His method elaborates and enlarges upon the simple Freeze Phase, three stage approach – square, blob, star.  But the underlying principles are the same.

In a world requiring ultimate flexibility an organization’s ability to deal successfully with change is a key ingredient in its overall success.

Step Two – Creating a Powerful Coalition

No one person, however competent, is capable single handedly of developing the right vision, communicating it to vast numbers of people, eliminating all of the obstacles, generating short term wins, leading and managing dozens of change projects and anchoring new approaches deep in an organization’s culture.

Putting together the right people to lead and manage  the change initiative is critical to its success.   It needs visible support from key people through out your organization.  You must find the right people, instill in them a significant level of trust and develop a shared objective.

You need people who have the right credibility within the organization.  Otherwise things will go limp and the change will simply go to pieces and fritter away leaving the organization weaker than it was before.

You need a  team of leaders and managers that can act in concert and make productive decisions that will be taken seriously by all!  The managers will keep the process under control while the leaders drive the change..

An effective guiding coalition should have

  • Position Power:  Enough key players on board so that those left out cannot block progress.
  • Expertise:  All relevant points of view should be represented so that informed and intelligent decisions can be made.
  • Credibility:  The group should be seen and respected by all so that the group’s pronouncements will be taken seriously by others.
  • Leadership:  The group should have enough proven leaders able to drive the change process.

The team needs to develop trust in one another and a shared goal so that they can make the needed change happen, despite all of the forces of inertia and resistance they find.

My next post will deal with how you choose the group.  But in the mean time I would welcome your thoughts.

Wendy Smith is a personal coach and writer at Wisewolf Coaching. She is a qualified coach and a member of the Association for Coaching as well as being a member of the Institute of Consulting and a graduate of the Common Purpose leadership programme.  Wendy is author of “The WiseWolf Job Search Pocket Book: How to Win Jobs and Influence Recruiters” as well as two novels and a number of articles on management and well-being. Her latest publication is a little eBook; “How to Get on With the Boss.”  You can contact Wendy at wendy@wisewolfcoaching.com

Leading Change – bad advice and frightening people!

October 4: Optical Boundaries: An Evening of 1...

I wanted to take my earlier post on creating urgency further today and discuss how you can avoid creating panic.  So I started to do some research.

On what is a very “well respected” website that probably should be nameless,  I came across the following headline

“Let it rip: announcing change all at once may hurt in the short term, but it gets the pain over with quickly and then employees can move on!”

Further on in the same article I came across the following,  from a communications’ consultancy in response to the question of why change announcements are often badly received.

“They don’t take change well because when it comes to communicating changes to employees, every company does it badly.”

You could say they would say that wouldn’t they.  But I regard it as a dangerous statement and the degree of naivety around both these pieces of advice is sad to behold!

Yes, people do need the truth about change and as much information as you can give them about how it is going to affect them. You need to tell them what you know and what you don’t know and how you are going to bridge the gap.

But you don’t let rip!  That way lies panic!

Information needs to be given in a measured and honest way.

However well you do it, if it is a significant change, I am afraid there is likely to be pain.  And, no, it won’t be over quickly because you “let rip”!  But being honest and conveying the message (and your vision) well, can lessen the pain and avoid panic.

All kinds of feelings may emerge when people are faced with change.  How the message is conveyed is only part of the picture.

Nor is it true that every company does it badly but unfortunately many don’t do it well.

So on Friday, I’ll be writing here about how to give your own people bad news and how to control your own feelings in the process.   I want you to be able to do your best to help them!

In the meantime, I’d welcome your thoughts and observations.

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Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her awendymason@wisewolfconsulting.com or ring ++44(0)786768143