Time for a change

A familiar phrase in management speak is 'managing change'. People use it in a way that implies that change is a biddable substance that can be taken out, moulded to your requirements, and put away again when you tire of it. Unfortunately, that couldn't be further from reality. Change, whether we like it or not, is unremitting, yet handled correctly it can represent a huge source of opportunity '“ opening doors to new markets, new clients and new competitive advantage.

Accessing this cornucopia of riches does depend on exercising control over attitudes and behaviours '“ not least overcoming most people's widespread fear of change itself. This can be based on a wide variety of factors including fear of the unknown, fear of the consequences of risk and danger, fear of failure, fear of commitment, fear of disapproval, and even fear of success. Yet change '“ personal or organisational '“ is fundamental to life. It occurs at many levels and has many causes '“ large and small '“ which often overlap making it unclear exactly what sort of change we are dealing with. Change can come from within or be driven by external pressures '“ economic, social, competitor, client, or from other stakeholders; e.g. a regulating body or bank. Types of change are similarly wide-ranging, including:

• Gradual change '“ reactive or proactive '“ often relating to the human behaviour.
• Radical change '“ commercial or structural '“ generally large scale and relating to policies, etc.
• Crisis-level change '“ usually leading to emergency measures and damage limitation.

Motivation and leadership

At every level, the opportunities created by change can be enriching and rewarding. But harnessing the benefits of change means being receptive to the idea of change, prepared in terms of how to deal with it, and motivated to want to use it to your advantage. The degree to which you will be successful will depend on your underlying attitude which can be one of three responses: resist, follow or lead.

Resisting change is futile and will end in unhappiness and resentment for all involved. It is okay to resist a particular change if you have something better in mind (in which case always try and get in first) but blanket resistance is unhelpful and wearing.

Being a follower in change terms means that you will gain some benefits from change and will reduce the risk (as problems already will have been identified by others) but it does mean that the benefits also may be reduced.

Leading change is often the most beneficial approach. It means using change as a stimulus for new ideas and to drive progress and it allows you to guide what change will take place, when and how.

This approach is far more effective than trying to react to what has already happened! 'Leading change' means, by definition, that the proposed change must be led and championed by someone with influence, enthusiasm and, hopefully, authority.

As resistance to change at an individual level is very much based on fear of personal consequences, whoever is leading the initiative must seek to establish trust from the outset at an individual level.

Leading change means taking a wide-ranging strategic view and asking such questions as:

• What developments are happening around us '“ including technological changes?
• What radical changes would make the most difference to us/me?
• What changes would I like to see in a year's time?
• What changes have been introduced in the past year and how successful have they been?

In addition, you can use the following mechanisms to help you identify where you should focus:

• Investigate dissatisfaction
• Ask customers
• Ask employees
• Assess quality

Undoubtedly, these processes will reveal a number of areas where change could or should happen, from which you will need to decide which are most significant.

Planning change

Planning for change, like any other planning process, involves creating objectives. As a basis you can use these five steps:

1. Ask: 'Where are we now?'

2. Decide: 'Where do we want to be?'

3. Measure the gap. Quantify it tangibly '“ this will represent where change needs to occur.

4. Map out key changes needed to close the gap.

5. Quantify these changes in words and figures.

Having established the 'why' and 'what' (i.e. the strategic overview) you next need to look at the finer detail, in terms of issues such as:

• Exactly what results are expected from the changes?
• What means will be used to reach those results?
• What resources will have to be committed?
• What behaviour/s will have to change?
• Who will lead the programme?
• What stages will it follow '“ what timescale?
• How will progress be measured and monitored?
• What could go wrong '“ what will happen if it does?
• How will the plan be communicated?

Aim to mix quick short-term fixes with medium-term developments and long-term projects, using pilot schemes to test major change initiatives.

Successful change relies above all else on communication. This means keeping everyone who is involved (or potentially involved) fully informed and constantly updated as to what is happening and why. This is even more important should things start to go wrong or if there are delays. Alongside this you should seek feedback and suggestions, and acknowledge fears and apprehension, as well as constantly recognising and applauding success.