| Change management for any business, large or small, | | | | for the purposes of implementing change, figure heads |
| is very difficult. Not only are most leaders and | | | | are not effective. |
| employees entrenched in their roles and positions, but | | | | We all need to have a confidante, someone to bounce |
| leaders often find themselves caught in a need to | | | | ideas off of, to complain to, or vent about our |
| change, but no real direction or model to make the | | | | challenges. The very worst thing you, as a leader, can |
| change. | | | | do is to have a confidante in a position within your |
| One of the main fears in implementing change | | | | organization or in a position perceived by your staff to |
| management for most people is that someone or a | | | | be one of authority. I once saw a confidante continually |
| group is going to lose control and another person or | | | | berate the leader of an organization. Staff were |
| group is going to gain control. This article will address | | | | literally terrified of this person since the individual was |
| some of the areas that, as a leader you will want to | | | | perceived to have the ear of the leader and was in a |
| take into consideration when implementing change. | | | | position of authority. It was not only threatening to staff, |
| Vision and Objectives | | | | but demoralizing and when highly qualified staff joined |
| Have a clear vision and objective for your group and | | | | the organization they soon left because the leader |
| communicate these often to your entire group. | | | | was not leading and the confidante was not a leader |
| Whether you have a small staff or are a large | | | | but perceived as abusive. |
| corporation, your entire staff must have a personal | | | | As a leader you do not want to be perceived as |
| investment in the change you are proposing and be | | | | someone who cannot make your own decisions, or |
| given good reasons for why the changes are needed. | | | | stand by decisions once they are made. You also do |
| Do not assume that the staff who are not seen | | | | not want to be perceived as someone who takes |
| regularly don't need to have a personal investment in | | | | direction from your confidante and shares confidential |
| your success, this is a huge mistake that many leaders | | | | information with that person. The result will be that you |
| who have lost the change battle have made. | | | | only hear about issues or concerns after they have |
| Remember, a clear vision and objectives that are | | | | gone to the level above you. It is one thing to let your |
| understood and supported by every member of your | | | | staff know your vision and objectives and participate |
| team will greatly ensure your success in creating a | | | | in the change management process. It is another thing |
| positive change. | | | | to hide in the office while your confidante runs the |
| Books on Change Management | | | | show. For one thing, if the confidante could be a leader |
| Books of any kind that increase your knowledge and | | | | in an organization, they would be, don't put yourself in |
| understanding of processes are great. But don't make | | | | the position of being judged for the actions of your |
| the fatal error of assuming that what is written in a | | | | confidante because you have allowed that person to |
| particular book, or series of books, is "the way to go." | | | | run amok. |
| Make sure that you have a clear understanding of | | | | If you are a leader who has a person in place that |
| your company's policies and procedures, that you | | | | plays this role, it is vital that to save your organization |
| understand and can function in the political environment | | | | you move that person as rapidly as possible to a |
| of your company and that you have adapted the | | | | different department or in some other way distance |
| usable portions of the book or article to meet your | | | | yourself from them. They will do an unbelievable |
| needs. | | | | amount of damage to not only your organization, but |
| Too often, I have seen leaders skim a book, like what | | | | also your personal career. |
| they see and try to implement the suggested changes | | | | Passion |
| without giving enough consideration to our first and | | | | If you are not passionate about what you are doing, or |
| primary consideration. Without active participation and | | | | if you are not passionate about the change you are |
| personal investment from your staff, the changes you | | | | implementing then you should seriously rethink trying to |
| try to implement will at best provide temporary change | | | | implement change management. Your staff will reflect |
| and at worst, cause a severe morale issue within your | | | | your passion. If you are not passionate about what |
| department or organization. | | | | you do it will not only be reflected from you to your |
| Maps | | | | staff, but also from your staff to your customers. |
| Books and articles, such as this one, are suggestions. | | | | Passion is something that we cannot "fake." You either |
| They are not meant to be the last word on the | | | | love what you do or you don't. If you are in a position |
| subject discussed. A good book or article will make | | | | that is very comfortable and you can tolerate the job |
| you think about how an idea may be adapted to your | | | | you have, you will have a lot of problems implementing |
| situation and assist in your success. If you read a book | | | | any kind of change within your organization. |
| or article that states that if you follow a set of simple | | | | Unfortunately, that kind of leader generally has staff |
| directions you will be successful, you are reading pure | | | | who are very comfortable in their positions and |
| fiction. One size does not fit all and, you definitely | | | | tolerating their jobs as well. It is important that you take |
| should not put the "directions" into practice without | | | | the pulse of your passion. If you have lost the passion |
| some serious thought about how those suggestions | | | | for your position, then you need to find it and hold on to |
| are going to affect your staff. | | | | it to create any kind of environment that will be |
| I once saw a leader who read a set of books and | | | | conducive to change. |
| tried to implement every item. Unfortunately the person | | | | If you are not passionate about what you do, and |
| had not read the part about buy-in and participation on | | | | never have been, then you need to rethink your career |
| the part of the leader. What resulted was a total lack | | | | goals. Perhaps it is time to look at other opportunities |
| of buy-in from the team and the entire department | | | | that will afford you the challenge you need as well as |
| degenerated into a war zone with battles for control | | | | fulfill the passion that is so vital to being an outstanding |
| taking place daily. Where was the leader? Well, this | | | | leader. But whether you are in a position where you |
| one had thought that by following all of the books | | | | can make a career change or not, do not, allow |
| directions the department would take care of itself so | | | | another person to be the quasi-leader while you check |
| this leader was absent. Unfortunately, a leader cannot | | | | out. Your staff will notice and they will not respond well. |
| lead vicariously from a distance. Leadership requires | | | | Closing Thoughts |
| hands-on effort and change management requires | | | | Changing is not easy for anyone. Managing change is |
| even more time on-site and hand-on than you would | | | | even harder and requires a lot of effort on the part of |
| normally expect. | | | | a passionate leader who can provide both support and |
| Confidantes | | | | encouragement in a changing environment. If you are |
| It is unfortunate when change management is required | | | | the type of leader that really doesn't lead, or you totally |
| that some leaders cannot assume the responsibility for | | | | lack passion for what you do, it is important that you |
| implementing the change, but instead depend on an | | | | rethink Change Management even though it has |
| aide or confidante to attempt to force the change on | | | | become a catchy phrase and everybody seems to |
| staff or drive the project. This does not work. Leaders | | | | be doing it or talking about it. It will be a dis-service to |
| who are only leaders when things are going well are | | | | your organization and to yourself not to implement |
| really not leaders, they are figure heads. Unfortunately, | | | | change management in a healthy environment. |