The “new normal” declared that change is accelerating at an accelerating rate, yet “conventional wisdom” says people don’t really change. Since people find it hard to change, wouldn’t the rate of change be slow?
Our politicians, (the ones we elect to change things in Washington) in spite of their promises, are very slow to bring change. The incumbent likes the status quo and every freshman senator wants to be an incumbent.
What about the Church, Synagogue or Mosque – I’ll bet it hardly ever changes. If change happens quickly, these institutions tend to fracture or even disintegrate.
How about the food you eat? The type, the time, the place and quantity – do you change these much? Probably not, although I wish I would.
Many examples prove we are creatures of habit. For the incumbent, sitting on the inside edge of the power structure is better than risking that spot. Most incumbents can safely rattle off a list of changes that need to be made though.
When I asked Art, the CEO of a company he owns, how he copes with change he said, “Change can be intimidating. For every action, there is a reaction, but you can’t stay stagnant. Hiring a key player caused me to have lots of sleepless nights – letting go of control is hard.”
So how does change happen? In one sense, change emanates from outside the current power structure and is usually initiated by someone who wants a piece of the pie. Gain is the motivator.
In another sense, change comes on the wave of crisis. My commute on the ferry, reminds me of how quickly after 9/11 the Coast Guard gunboats began escorting the ferries across Puget Sound. Crisis made change happen quickly.
In a privately owned company, with less than a dominate market share, change can be forced by fear of loss. Significant change is difficult for people. A company often tolerates what it has and gives up what it wants because of the risk. So how do you minimize risk? These steps work:
Become a great sponsor: Take the time to collaborate with someone and describe the targeted change, including specifications, requirements, milestones and the name of the person that will own this.
Test for accuracy: Has the owner detailed the resources, people and the risks necessary to make this change?
Formalize change: Make sure to document all changes to the scope, resources or timing with formal signature approval.
Visually display the milestone status: Use Green for the milestones on target, Yellow for threatened ones, and Red for off target.
Process and manage issues: An issue is an opportunity or problem we encounter on the way to achieving a milestone. These need to be resolved judiciously, quickly and communicated weekly to the team with a visual update.
Casual change is fun to launch with words in meetings but they usually fail to achieve the intended future state. Formalizing change through planning, status updates, issue processing and communication will help everyone move into the future and make the next change much easier.
Beyond these thoughts, what have you learned about leading change? I’d love to hear your comments. Jim@peer-place.com