Opinion
CLC’s Expert Tips for Implementing Change

There was a time when change was approached entirely from the point of view of processes and structures. If the right organisational structure was put in place, and appropriate work processes designed, then change would happen. This is a rational view, but in practice – as any senior leader who has led a change or transformation process will tell you – it rarely works like that in practice!

Human factors that underpin successful change, or which stop it in its tracks, are increasingly held responsible for costly failures. However, they are still underestimated by most organisations setting out on your change journey.

CLC have been supporting global companies through major change for over 30 years. Here, we’re sharing with you our expert tips, distilled over these years, that will help you succeed in your own transformation activities.

Tackle the culture change first.

In order to bring about fundamental change, tackle the culture change first. Take time to understand the cultures you’re bringing together and the culture you want to build. Successful acquisition integration requires a thorough understanding of both company’s ‘present state’ cultures. It also requires clarity of a realistic ‘vision state’ that you want to create, and a plan for navigating the transition. This involves ‘unfreezing’ the existing culture, widescale involvement of people across both organisations and early problem identification. Involve as many people as possible early in the process. People need to be supported through the process of change, to which there is often a natural resistance.

Human factors are the centre of your process, not an add-on!

Culture change comes from linking attitudes and behaviours to values. These are deeply human concepts. While some people see them as ‘soft’, they are intensely practical. When attended to, they underpin all high performance and all successful change. When neglected, they can be seen to be key factors in most (if not all) failures of major change. As the centre of your process, you need a disciplined plan and methodology for implementing behavioural change, just as you have a strategic change management plan. Beginning to change behaviours will be an early key to success. As you continue, keeping up the momentum will depend on the willingness of your people to welcome change in pursuit of a common purpose. bigger than themselves

Change leadership is not the same as BAU leadership.

Dedicated leadership is key to all change processes. However, change leadership is more than, and different to ‘BAU’ leadership. This means that the demands placed on you and your leaders through the transition (and do NOT underestimate the length of the process) will be significant. Top management is where this starts, but how ready are leaders at all levels to manage the business alongside the change, to sponsor the change and to model it through their behaviours and mindsets?

Support your senior managers

Your senior management team have an exciting but difficult period ahead of them. They need to face the reality of what the change process will mean, for them and for their people. They need to lead by example, role-modelling the change. They need to introduce a new, different language, support the next level of management and show unwavering commitment to the change. All of this needs to happen while they are running the business and, as is highly liking, being challenged personally – mentally, emotionally and energetically. First and foremost, invest in these people. Ensure they have regular time together as a group to talk through what’s working and what isn’t, and to work through the inevitable bumps between each other. Additionally, invest in some one-to-one support. Coaching to help them deliver what they need to deliver in the context of the change is, in our experience, a critical enabler of success. A confidential, supportive yet challenging space to work through emotional issues arising through the process and to rebuild effective mindsets for the vision state will provide invaluable returns.

Be willing to fail.

This does not mean that you should go into the change expecting it to go wrong! What we mean is that, almost by definition, you need to be ready to abandon what has long been successful. The hardest part of re-engineering is getting people to let go of their old ways. This inevitably means that things will go wrong as people grope around for new ways of working together, communicating and relating. Human behaviour seems infinitely more intricate than even the most complex processes – so don’t expect it all to be plain sailing! Being explicit about the need for people to open up to their limitations as you start the journey and reinforcing the need for humility will save you a lot of pain – especially if senior leaders role-model these behaviours.

Communicate!

Change is easier where there is clear and honest communication. Effective comms help people understand where you are on the journey. It helps them remain engaged with, and inspired by, the vision. It reduces uncertainty and, as a result, reduces the damage done by the stories people begin to create in the place of clarity and understanding. Asking questions of your people at times is important. It can give you valuable insights into where things are working and where you have blockers. Be careful not to ask too many questions, giving people survey-fatigue. Also make sure that whatever you do, if you ask questions, show that you’re doing something with the answers! If you don’t, you’ll soon see your survey responses dwindling. Communicating during change is a valuable and, in our experience, rare skill. You may have a person in your in-house comms team who is strong in this area. If you don’t, consider finding someone with those skills to support you.