QUESTION: Enacting Change?

Dear Merry,

I am the new director of HR at a prominent Fortune 1000 company. When I was hired I was told that the company was in need of a change and that I would be part of their change initiative. I know that enacting change in organizations is never easy. Do you have any coaching tips that could help smooth this process?


RESPONSE: Culture & Coalitions

Dear Executive,

Congratulations on your new position! Being hired on as a change agent, means that there is a lot of opportunity for you to take a leadership position in your new organization. In order to do so you need to be prepared for the typical challenges, which in my experience frustrate, executives in your position.

Here are some suggestions to support you in your role as change agent:

1. Assess the Company's Change Tolerance: Even though your new company is asking you to lead a change in HR, you should assess the culture's tolerance for change. I suggest you interview multiple stakeholders to find out:
a. At what level they are committed to the change?
b. At what pace?
c. Ask them if they are REALLY committed to the change.
d. Determine what resources they are willing to commit to you in support of the change - in terms of budget, people and political support for the initiative.
e. Build coalitions with key players.

2. Build A Draft Plan:
a. Start by speaking to all of the obvious constituents and also some not so obvious ones. Talk to as many people as possible to understand their point of view.
b. Then build a draft plan that takes into account what you have learned. Consider who will object to your plan and what their concerns will be. Who will support it and why.
c. Then "socialize all or part of this draft plan with key stakeholders - starting with your boss - and ask for their input. Let them feel that they have put their fingerprint on it. Make revisions as necessary.
d. Then unveil your strategic plan

3. Communicate the Strategic Plan: When you are ready to begin enacting your plan make sure you communicate it widely.
a. Communicate what it is you are going to do.
b. Clearly communicate the business reasons for doing it.
c. What the benefit is to the business if you do change.
d. What the cost to business could be if the change is not enacted.
e. Communicate clearly to the different stakeholders what their roles and responsibilities are to make the change successful.

4. Follow Through:
a. Touch base with your sponsors and supporters regularly. Ask for their feedback and respond.
b. Catch people responsible for enacting change "doing it right and communicate their success publicly.
c. If there are people who are not implementing the change plan, meet with them privately to ask them why. Understand what is stopping them from giving support. See if you can reach a compromise to gain their backing. Consider modifying your plan.
d. Publicize business wins along the way in terms of business impact and dollars that your change initiative is producing.

I have coached many executives who have been enlisted to enact change in their organizations. One common thread I find is that even when an organization needs change and recognizes that change is necessary, the culture of the organization is generally stronger than any one individual. As a result, you can only bring forward change at the rate that the organization and culture will accept and with the help of a broad coalition of supporters. Many change agents will tell you that even though they sought to enact very necessary change, the organization's culture rejected them like a splinter.

This is a very exciting moment for you and your new company. By calibrating the pace and scope of change to the organization's tolerance levels, building broad support before enacting change, communicating the plan clearly and publicizing successes in terms of business language, you could be on your way to a breakthrough for the organization.

Dare to Deliver!
Merry

Merry Marcus
President
www.breakthroughconsulting.com