“True change is a process, not a state of being. It has a direction, but there is no destination.” – Carl Rogers, Humanistic Psychologist
From this perspective, the role of change managers is less to push through discrete change projects, but rather to design the organization in a way that enables continuous adaptation to an ever-evolving environment.
IT’S TIME TO ‘THINK DIFFERENT’ ABOUT MANAGING CHANGE
Change Management is on the rise and now seen as a valuable part of project and programme teams, with clients and leaders investing in change expertise just as much as project managers. In fact, many organisations now have in-house transformation teams to cope with the volume of change and avoid significant costs of external resources. The rise of agile methodologies presents a further continuous state of change requiring careful management for most large organisations.
What we see repeated at clients is a lack of understanding around shaping and designing large-scale transformation programmes, combined with biased relationships with key individuals at the top-tier consulting firms. It provides for sweet short-term win-win relationships that quite often leaves front-line employees paying the cost; through failed transformation initiatives or badly run programmes.
CONFUSED AND DAZED, PROGRAMME SPONSORS OFTEN DON’T KNOW WHAT THEY NEED
You don’t know what kind of change manager you need as (a) you’ve never done anything like this before (b) you’ve got other service providers whom you’ve no idea how to work with and (c) the nature of the change is very new, i.e. it’s agile or technology-based and very different from previous programmes.
Often clients partner up with excellent consulting firms who have a proficiency in an area other than change management, e.g. strategy or technology firms.
There are many factors to consider when evaluating whether the change manager in front of you is the right one for you. I have concluded there are two categories to consider: connection and capability.
Connection is easy – is there a human connection between you and this individual? Does he/she have a likable personality, sense of humour, professional demeanour? I often apply the ‘pub test’ – would I enjoy having a drink with this person after a long-hard week or would I rather see the back of them?!
Capability is where the real test comes in and requires a lot more thought.
TOP 6 CAPABILITY QUESTIONS TO ASK YOUR NEXT CHANGE MANAGER BEFORE YOU HIRE THEM:
#1 – Are you familiar with working in Agile projects?
Understanding of agile projects is very different to structured waterfall, with deliverables, approaches – heck a totally different language is required. Speak to your programme manager / PMO to understand the delivery approach and select a change manager who has experience related to that approach.
#2 – Do you prefer short-term change mobilisation or long-run implementation?
Setting up change requires blue-sky strategic thinking with a track-record of how disparate pieces of a programme fit together, where as ‘business-as-usual’ change management on longer term programmes (6+ months) requires a more stable and harmonious mindset.
#3 – Do you have experience working with Communications, Learning and Development and Organisational Design teams?
Integrating well with other key functions in a programme is important for change to land well – these teams are of primary interest, with change managers often playing a significant role in doing work to support these, especially if your budgets are low!
#4 – When did you last demonstrate flexibility and resilience in complex programmes?
Too many people get stuck with frameworks and can lack the common sense of what is actually required at a particular point in time. Plans will change, as do priorities – combined with the occasional burning fire, you will need someone who can show experience of being able to adjust and wear a thick skin at times of pressure.
#5 – Can you think global, act local?
Does your project require a multi-cultural understanding with international experience or will it suffice to have a very local expertise. Navigating global teams and communicating across languages and borders requires a high level of emotional intelligence which can’t be taught in 2-day courses.
#6 – Are you a digital nomad or technophobe?
As programmes become more global, Skype is becoming the most frequent form of communication for teams working virtually. How tech-savvy does your change manager need to be; will it just be SharePoint or does the developer team use Slack and you want them to play an active role in JIRA backlog prioritisation? Of course, some basic training can be given, however, if there is a significant requirement to interface colleagues it’s worth making sure they are comfortable with all that tech!
It’s not easy being a senior manager/director with deep industry knowledge having to evaluate the needs of change resources which can at times be an alien service / skill set.
However, with some careful probing and authentic conversations, a genuine change manager can support you in shaping and delivering on your needs. Good luck!
