Change Management Part 3: Finishing Strong

In my previous articles, I shared a definition of “change management” and helped you with the first steps you need to take to successfully implement change in your company. For a refresher, see the Summer and Fall 2023 issues of SYNKD.

Today, we’ll be wrapping up how to manage change successfully in your organization. As a reminder, I’ve adapted the principles of John Kotter in this Harvard Business Review article for the green industry.

Step #5: Empower Others to Act
No matter how persuasive and charismatic you are as a leader, you will not connect with everyone. You need help from others in your organization to implement lasting changes.

In my last post, I talked about assembling a “change team” that will research the problem and present solutions. In this current step, you need to empower them to act on the solution they developed.

The rest of the company should already be aware of this. They should know the issue you’re trying to solve, understand that the team is working on it and that this same team will put forth the solution.

Then you’ve got to let them do it. If it’s selecting software to run the business, rearranging the organizational chart, firing certain customers or creating additional positions within the company, make sure they’re empowered to act (i.e. the rest of the company know that you, the senior leader, aren’t going to swoop in and change things) and that they will put the solution in place.

Step #6: Engineer & Celebrate Wins
This step is about ensuring you keep momentum. You have to look at the process your change team has laid out. Then, you must identify some easily achievable steps in the early stages of the change process, make them “milestones” for the team and celebrate those wins.

Doing this will keep enthusiasm for the change process high. As you get the first few “wins” under your belt, you can make the milestones a bit harder to reach, but always remember to recognize the efforts of the change team and the company at large as you’re implementing these changes.

An “attaboy” never hurt anyone. People like to be recognized for their hard work. This step is simply being intentional about it from a macro level as the leader. Throw a party, hand out bonuses, give additional PTO, whatever you need to do to motivate your team in these early stages, do it.

Step #7: Streamline Changes & Look for Additional Improvements
Now that you’ve built excitement for the change, you need to continue that momentum. You’ll only have a very small window of time where people are motivated to keep making changes.

In this step, you’re looking for the optimal level of efficiency. Does the software you selected have a feature your team hasn’t yet identified and incorporated into the workflow? Would adding an intermediate layer of management increase the speed of decision-making in the restructuring? Looking for these types of tweaks to the new solution is going to pay off now, while people are still in a “change mindset” versus when they’ve completely internalized the new process.

One note of caution here: Don’t try to “tweak” this to death. You can exasperate your team, and it will have the opposite effect you’re going for here. Look for easily implemented adjustments that make a significant impact on the process. If they’re not there, leave it alone. But chances are there’s low-hanging fruit with one or two small tweaks. Aim for those, then move on.

Step #8: The “New” Becomes the “Norm”
This final step is about enshrining that ‘change’ so it becomes ‘the way we do it here.’

Update all your standard operating procedures (SOPs). Update your training literature. Onboard all new hires according to the “new” process; they won’t know another way, and you’ll get better adoption from the team moving forward.

Make it clear to all current team members that the updated process is now the process. Your expectation moving forward is that they’ll use the software, org chart, etc. from this point on.

Do not accept people doing it “the old way” from this point forward. Hold everyone accountable, especially family members and high-performers on your team. Send the message that this is the way we do business moving forward by expecting everyone to adapt.

Conclusion
Here’s a quick summary for you:

Step 5: Empower others to act.
Put your weight behind the new initiative, but let others on the team put the solution in place. This increases buy-in from your team.

Step 6: Engineer short-term wins.
Doing something new is frustrating. Find achievable milestones along the way and celebrate like crazy when your team hits them. Throw a party. Hand out gifts. Figure out a way to keep them motivated.

Step 7: Streamline the process.
Look for easy “tweaks” that pay huge dividends in terms of time or money saved. Don’t play with the new process until people get frustrated and give up.

Step 8: The “change” becomes the “norm.”
Update SOPs and training materials to reflect the new change. Update onboarding processes so new hires learn the “new way” as simply “the way.” Hold existing team members accountable for following the new process.

Change management is hard enough. Failing to get it off the ground the right way only ensures you’ll have more difficulty down the road.

Resources:
John Kotter Harvard Business Review article

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Jay Worth
Marketing Manager for Single Ops

Email: jay@singleops.com

www.singleops.com