Amber Naslund argues that the purpose of people working in social media in an organization today is to help the entire company bridge the gap from social media to social business. Below is a change management model used by Pete Abilla in organizational turnaround efforts. According to Kotter, the biggest mistake change practitioners make is allowing too much complacency. The guiding coalition needs to have enough organizational influence (including positional authority, I’ve found), to pull the change off. The change vision is the picture of what the present will look like – in the future after the change has taken place. If there is no payoff for the change you are working to create until the final end, most people won’t be able to weather the storm. Sometimes we wrongly assume that change is all about improving financial results – stock price, profitability, sales.
But even if we strive for financial and non-financial results, additional perils await: painful emotions that boil up in our workforces whenever we ask people to think or do things differently.
Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management.
I would add quickly that to ask those questions one needs to have the desire to genuinely understand their concerns. What People Are Saying“As a small business, bringing values, your values, into your professional life is automatic, after all, wasn't that why you took the plunge?
As anyone who has led a business will tell you, there has to be a process to managing change or the organization will become (more) dysfunctional. If the SME does have experience in this market, are there customers that the SME can cite as references?
What are success stories that the SME can communicate about how it’s made a positive impact with its customers in this market?
If, at the end of the day, the decision is to move ahead with the change, the two most important considerations in leading this change will be well thought out Change Leadership and Risk Management Plans. I also think in tougher economic climate, Managers (even really good ones) become more controlling.
The Managers in this scenario always are looking for improving performance of the process, and letting people they manage take decisions. If you are not well, and tried off the counter medicine and its not helping, you go see a Doctor.
It certainly seems that when facing stress or some other pressure, managers often go to the fall back position of asserting more control.
Creative communicating, asking for advice, listening to people at work has always worked much better than lowering ones value.
Anytime a status of a person is lowered that person WILL unselfconsciously adapt to that image. After 4 years of fascinating conversation, exploration of business ideas, critically thinking looked through the lens of kaizen, the Twitter chat, #KaizenBiz" is on an indefinite hiatus.
Privacy Policy:Your information will be kept confidential and not shared, given, rented or sold to any third party. In 1996, John Kotter rocked the business world with his international bestseller, Leading Change.
In fact, without the right culture, the 8 steps can cause more damage than if you had never followed it. Any military commander can tell you there’s a well-crafted battle plan, and then there’s what actually happens on the battlefield. Basic behavioral psychology shows us that unless a change is universally positive, it will produce an emotional response.


And where does an 8-point strategic plan include the space to process the emotions of grief? Kotter’s plan makes us feel comfortable because we think that we simply have to follow 8 steps in sequential order and then we’ll have our new initiative in place. One of the most insidious beliefs in corporate management is that we can make people do things. People can drag their feet in all kinds of ways, from being unproductive to outright sabotage. And if you don’t have strong people you believe in, then you have a much bigger problem than any new initiative. Change seems like it should be simple enough – until we experience resistence from people who want things to stay the same.
They not only need to be committed to the change itself, but able to work together as a team to that end.
Make continual references to the relationship between new behaviors and organizational success.
We forget that successful transformation also generates “soft” benefits, such as trust, new organizational capabilities, and emotional commitment among employees. Whether it’s anger, alarm, or confusion, we must ease those feelings by cultivating an environment of trust, involvement and empowerment. This in my opinion is where having empathy for your colleagues instigates the step of inquiring and understanding their situation. Listening with intent allows engagement, and sets the foundation for building relationships.
I share your opinion, that it is very important to take care of all the staff involved in change and guide them through the whole process and beyond. I used what I call Poster Coaches to evoke thoughtfulness and then asked questions about them.
It’s clear to you, as the leader, that the organization is going to have to change if you work with this ideal customer. Change can be growing your business, expanding in the US or adapting to a new leadership roles. Visit my Services page to see how we can work together or schedule your complimentary coaching session here.
George rightly points out, beginning with the title of this post, it always begins with the questions. You totally captured the kind of conversation that has to happen before the change plan is implemented. The more we can learn about change management, the better it is to handle the inevitable ups and downs of the process.
I think implementing change when the outside environment is pushing back at you seems like a nightmare for the management.
If they shift from managing people to managing the process, they can achieve better results. Same analogy, consultants can see the symptoms and can help, before there are more complications. This often removes that sense of ownership and accountability that motivates people to perform well.
So what happens if soldiers are handed the plan without the skills or resources to deal with the inevitable situation when the train goes off the rails?  They’re dead in the water.
It will provoke denial, anger, resistance, and avoidance before it finally turns to acceptance.
It makes no sense, unless one is so focused on the future that they want to forget the past.  That may seem like a good intention, but letting pain remain unprocessed is the equivalent of telling someone in a hospital bed to just get up.
Your people will have lost faith in you, and the board will want to replace you with someone who can “drive it through.” But there was nothing wrong with your leadership.


But if you have strong people who care about your company, what might happen if you set them free? Because of that, when I first discovered John Kotter’s eight stage process for creating major change in a university textbook (and published in his international bestseller Leading Change), I knew I had stumbled onto something incredibly valuable. If you are responsible for creating a major change but do not have enough positional authority, make sure to enlist the influence you need or you’ll likely waste your time. As a rule of thumb, the shorter, more concise and easier to communicate the vision is, the more likely it will be caught. In this stage, it is critical to remove the barriers that impede the change you seek, whether systems, processes or infrastructure. Once these short-term wins are reached, publicly recognize and reward the people responsible. This shows that you have precious experience in leading change and it’s a responsible job. Feeling thermometers and pithy jokes were the most popular, but guotes from the sages or experts worked just as well. However, developing new products has been slow and it’s clear to you that the current business model is unsustainable, particularly if the economy goes into another recession.
Without identifying what is outdated, wrong or broken, there is no compelling pain or impetus to do something new.
Identifying the strengths of the organization and the individuals involved can provide solutions to removing any obstacles.
Time and time again,  identifying which person will inhabit specific roles, who facilitates the process, who has ultimate responsibility and availability of unanimous support for the change project are essential. I’ve found that it is often a shift in mindset that has to occur first (sometimes concurrently) before action is taken. However if the management can see that as a catalyst, that makes the transition that much easier, still painful at times. That’s what happens and that’s why most transformational efforts either fail or simply have luke warm results. Don’t use wins as an excuse to get sloppy, but to reinvigorate the process with new projects and themes.
The group or person you are talking with will recognize your sincere intent which establishes connection – the foundation of any successful change. Where ever they are at in the change process, their experience is very real and needs to be validated. Couple this with identifying weaknesses and figuring out ways to manage or eliminate these and you will find people are more likely to cooperate. Make sure that they are not only being accountable for their specific function, but also feel a part of being accountable for the overall strategy. The 8 steps are an attempt to process people like they are part of a linear supply chain management procedure. Both the vision and strategy create enormous context for all the decisions that will be made down the line.
The most influential communication is the modeling of new expectations by the guiding coalition.
Fred has made it clear that he thinks you are nice but too unrealistic to take the company to a more sophisticated stage. Second, you can adapt the plan as needed to make the change process successful for everyone.




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