Imperatives for change

With a three decade plus long career, one of the things I have realised is that there is nothing like a ‘stable period’. There is always change – what may be different is the magnitude or scale of change, the pace of change or our ability to adapt to the change. But then, as has been said several times, change is the only constant !

It is natural for us to resist change, or expect resistance to change from others. It pushes us into areas unknown and potential consequences that cause anxiety. That is not good enough reason for us not to contemplate change if that is what the organisation needs. And even if we don’t want change, the external environment changes ever so fast that we need to keep up to that change to be relevant.

Each time I have engaged in, been part of or led change processes, I have realised that each one of it is different and distinctive, and that there can never be a perfect plan. That is the nature of that process called ‘change management’, even if we have experts and several books written on that. What can be done is to foresee some ways in which change can have an impact on people and organisations, and aim to leverage some of the opportunities while mitigating the risks. 

Here are some lessons I have learnt :

1.    Acknowledge that change can be destabilising : There could be strong internal or external imperatives to change. There may be a great appetite for change and even a lot of excitement. But it is worth recognising that not all colleagues would feel the same. There are often concerns around change processes being destabilising – and to know that is even more difficult if some of those experiencing such feelings are the quieter ones. Hence, it is about acknowledging it and trying to find out as much as possible.

2.    Be clear on imperative/s for change : Given the fast changing environment we are in, and the particular pressures that the charity sector faces, it is not unusual for there to be more than one imperative for change, which could be strategic, financial, regulatory, technological or leadership related or induced change processes. The clearer the leadership is about this imperative, the better it is to build a compelling narrative around the imperative for the change, which is then of critical importance in getting engagement from the board, staff, supporters, partners and other stakeholders.

3.    Regular check-ins and communications : This applies to all organisations irrespective of size, but it does become more complex for larger ones. Creating spaces for staff and other stakeholders is really important to demonstrate the leadership’s willingness to listen and engage, to understand the concerns and where they are coming from. It is also important to recognise that different people take in communications differently. Some prefer face to face conversations, some through written feedback, others through surveys or some even through their representatives. The more diverse an organisation is, the more deeply one needs to think of the best possible means to communicate.

4.    Closing the feedback loop : A key purpose of engaging with staff and stakeholders is to get their inputs and insights. To maintain the integrity of the process, it is really important for this loop to be closed with some form of a feedback so that there is clarity on how the inputs provided have been taken on board and factored into the final set of decisions taken.

5.    Planning for delays : I wonder if any change process has gone absolutely to plan without some time and even cost overruns. A lesson learnt from that is to ensure that we do not cut corners with resources allocated and that there is enough contingency factored in, as often, things don’t quite go to plan, especially if the process is designed to be a consultative and engaging one rather than being entirely driven top-down.

6.       Reflection and review : The sign of a change process that maintains integrity is going back to those who were engaged with some form of a structured or semi-structured review, to reflect on the process, highlight what went well and what didn’t and elicit thoughts that would provide invaluble learning for future processes.

So, a final thought – change is inevitable, so let us just face it and be prepared to embrace it. That is the only way we can ensure that change processes do not overwhelm us, but that we are in control of factors that will ensure effective change processes.

(Originally published in The Third Sector, November 2018) 

Don't dive into your first 100 days

Summer is the time when some people get ready for a change, to start a new role, fresh after a summer break. And while those who have a new role to look forward to are trying to wind down their current commitments, there is always the excitement that awaits round the corner, a great sense of anticipation that potentially marks the start of a new chapter in an individual’s professional life.

As the day of making that important new start approaches, there are usually a number of ideas buzzing around in people’s heads. Equally, there are niggling concerns and some elements of self-doubt or a slight anxiety about the burden of expectations. The first thing to say is that all these are absolutely normal, just as normal as some of these feelings that many of us might have experienced walking down the aisle to tie the knot and make a deep, long-lasting commitment.

So I thought it would be useful to lay out a few simple principles that I have learnt from my peers and seniors (and tried myself), which could be relevant for any role, but particularly for senior leadership or management.

The first 100 days Many books and articles have been written about the importance of the first 100 days in post, and I have known many people who have had elaborate plans for their first 100 days – as did I. But there’s nothing particularly sacred about this milestone. In reality, you cannot actually achieve a great deal in your first 100 days, so you’re best to treat them as your honeymoon period, a time when you get to know the organisation, the history, the culture, the team, the board, the exciting plans and the big challenges.

Making changes A new leader or manager often signifies change, and everyone will watch you very closely in terms of what you want to deal with. And wanting to stamp your influence on this role, you too will be keen to make some changes based on what you have seen and what you think you have understood. However, proceed with caution. If you want to make some changes, do not do so in the first three months – but if you do want to make some changes, do it in the next six months. Of course, these are not the radical ones, but some changes are absolutely critical and even if the change is not completed it is important to have it charted out in the first six months and communicated.

The unfreezing and refreezing When a new person walks in, there is some disruption, a period of "unfreeze". Some patterns, activities, behaviours, tone, language or relationships are disrupted. It is an uncertain phase. But this is also the best time for the incoming person to identify the opportunities, to elicit and promote some ideas. Before you knew it, you too would have settled into a pattern and thus contributed to a refreeze. Make the best use of the unfreeze period to ask some challenging questions, challenge the status quo (if it needs challenging), reinforce some messages, but also assure colleagues about all the good stuff that is happening and which you will absolutely commit to continuing. When that happens, the refreeze becomes more healthy, trusting and less rigid.

There’s a famous quote that says "the best preparation for tomorrow is doing your best today". So if you really want to get off to a great start in your new role, invest some time in mentally preparing yourself and bear in mind a few key principles. They might prove to be handy.

(First published in the Third Sector, August 2018)