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A Little Background:

I keep hearing that change management (often stated as communication) is all about getting “buy-in.” While getting people to buy in to a particular change is certainly a critical success factor, it is not sufficient. Let’s consider this concern from the perspectives of both the person who must make a change and the people leading or sponsoring the change.

The Person Making the Change:

If I am asked to make a change, I certainly need to agree to the reasons for the change, the solution, or the desired state, and the way in which this change will be made. Let’s assume I have done so. I am on board; I have bought in. I may still have issues with the number of changes I am being asked to make, since I have bought in to all of them, as well, and now find I have conflicting priorities. I may not have confidence that the solution will ever come to pass; since we have failed at making this kind of change before, or maybe management behavior has not earned my trust or confidence (through their behaviors). I may feel that this change is contrary to the current attitudes and beliefs in our organization, or I may just react to change in a different way than my co-workers (stay tuned to a future newsletter on this topic.) For me to make a decision, and it is my decision to make, I must consider other factors than just being “sold” on the solution. Frankly more “selling” not only doesn’t help, it may make me resist even more. To help me make the change, I may need to hear more about how this change will be managed differently, to learn new skills in order to make this change, or I may need to know there is something in it for me, one way or another. What are the consequences of my decision?

The Leaders or Sponsors of Change:

If I am asked to make a change, and I look to my management to see if they are committed, passionate and are going to lead this change, to reinforce the need for the change, to recognize and reward positive behaviors and accomplishments. I need to hear, see or feel more than the leaders and sponsors have merely “bought in.” Were they reluctant and they are now “sold?” What kind of a message is that? What will it take for them to be “sold” on something else and this change will soon be forgotten?

If management is going to actually lead this change, they must actively seek feedback from the people below them, asking questions to help guide people, and providing answers and barrier removing resources where required.

More on the Project Manager and the Change Manager:

In my last newsletter Back Seat Newsletter, I made it sound like the Project Manager can put the project on auto pilot once the project has begun This is certainly not the case. The Project Manager must monitor and make adjustments based on what is happening to the deliverables, scope, milestones and budget in order to complete the project on time, with the right level of quality and under budget. Resources may need to be coached, trained, replaced or supplemented by Subject Matter Experts. Management must be kept informed of progress, red flags and plans to get back on track or stay there.

As mentioned, the Change Manager is also monitoring and adjusting. This includes not only whether people have “bought in,” but also the other issues, listed above, as well. The difference is the project plan and check list, vs. the iterative nature of change management activities.

Speaking Topics:

Bob’s recent and planned speaking topics include:

• Financials, Strategic Thinking and Change Management

• Maximize the results of your Consulting by Managing the Resistance to Change!

• Managing People’s Acceptance, Adoption, and Sustainment of Change

• Developing and Implementing Strategic Ideas; From Seeds to Harvested Results

• The Critical Requirement for Leading, as well Managing, Change

Bob Dodge can be reached at 303 550-0101

bdodge@expertchangemanagement.com

Visit www.expertchangemanagement.com for more information about ECM

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