Bowes

Winnipeg Free Press - Section H - - CAREERS -

Iden­tify spe­cific ac­tiv­i­ties that need to be started, stopped and/or en­hanced and de­ter­mine the na­ture of or­ga­ni­za­tional sup­ports, pro­cesses and sys­tems that need to be es­tab­lished.

Reach out for quick wins — noth­ing suc­ceeds like success. Iden­tify ar­eas that can be changed quickly and ef­fi­ciently and which will rep­re­sent some sense of sig­nif­i­cance to the change man­age­ment process. A fo­cus on quick wins helps to cre­ate mo­men­tum and as well, it re­duces per­sonal re­sis­tance and will in­flu­ence em­ploy­ees to more will­ingly em­brace the change.

Ac­knowl­edge ev­ery success — in or­der to keep the mo­men­tum go­ing, it’s im­por­tant to cel­e­brate ev­ery success, no mat­ter how small. Set up a spe­cial com­mu­ni­ca­tion com­mit­tee to en­sure that pos­i­tive mes­sages are con­tin­u­ally be­ing sent out. Post your success on your web­site, on the staff bul­letin board and in your staff news­let­ters.

Es­tab­lish key success mile­stones — once you’ve iden­ti­fied your over­all key success in­di­ca­tors, iden­tify spe­cific in­terim progress in­di­ca­tors and de­ter­mine the best means to mea­sure them. Be cau­tious not to over­load your team with too many mea­sure­ment tasks, keep it sim­ple.

Cre­ate new change sym­bols — help em­ploy­ees move past the old way of do­ing things by phys­i­cally and sym­bol­i­cally re­mov­ing and/or ex­chang­ing a sig­nif­i­cant to­ken that rep­re­sents the old state and re­plac­ing it with a new to­ken. This could be a new logo, new sig­nage or some other vis­ual rep­re­sen­ta­tion that can help em­ploy­ees men­tally shift to the new cul­ture.

Train, train, train em­ploy­ees — suc­cess­ful change is al­ways ac­com­pa­nied by train­ing that teaches em­ploy­ees the var­i­ous el­e­ments of the new or­ga­ni­za­tion cul­ture. If change is not sup­ported by train­ing and con­sis­tent sup­port from man­agers, it will have a short life­span and then things will go back to the way it al­ways was.

De­velop lead­ers — ef­fec­tive change man­age­ment re­quires ef­fec­tive lead­ers and since many man­agers will be ex­pe­ri­enc­ing their own per­sonal re­sis­tance, it is im­por­tant to train them in lead­er­ship and change man­age­ment. This will help the or­ga­ni­za­tion to en­sure con­sis­tency in ap­ply­ing the change through­out the or­ga­ni­za­tion. As well, change of­ten re­sults in iden­ti­fy­ing front-line in­di­vid­u­als who have pre­vi­ously un­rec­og­nized lead­er­ship skills.

The change of sea­sons is an op­ti­mal time to think strate­gi­cally about your or­ga­ni­za­tion and to iden­tify where you want to go in the fu­ture. Yet, when de­vel­op­ing com­pre­hen­sive strate­gic plans, it’s crit­i­cally im­por­tant to in­clude con­crete change man­age­ment tac­tics that will help to en­sure your or­ga­ni­za­tion cul­ture is suf­fi­ciently ad­justed to sup­port your new strate­gic di­rec­tion.

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