Change is hard. It takes a long time and a lot of effort for incremental results that are hard to see. "Change Management" initiatives often focus on changing habits without addressing the reason that the habits were developed in the first place.

I believe "Change" is a verb and "Change Management" is a misnomer. I promote change methods that are adaptable, measurable and focused. These methods must be implemented in organizations or departments that are "change-able". Lastly, change must be requested by those who will be changed - not pushed upon others by people who demand change.

I often refer to John Kotter's 8-step model to leading change as a good model to promote change within the large-scale corporate culture:

1. Establish a Sense of Urgency
2. Create the Guiding Coalition
3. Develop a Vision and Strategy
4. Communicate the Change Vision
5. Empower Employees for Broad-Based Action
6. Generate Short-Term Wins
7. Consolidate Gains and Produce More Change
8. Anchor New Approaches in the Culture

My personal approach to change starts with the idea that we must first leverage the influencers and use them to openly articulate the consequences of failing to change. From there, we build a coalition to create a vision that inspires hope and confidence and then use the management chain to tie the vision and the consequences to individual performance.

Once the need to change is connected to individual performance (survival), leaders must continuously communicate the successes and the failures as they lay out a prioritized plan of action and measures of progress. That progress then must establish and reward a proactive, problem-solving midset across the entire chain of employees (top to bottom).

Honesty

The person who enjoys change shouldn't be trusted! Everyone desires a change, but no one enjoys it, especially in business environments and bureaucracies.

There are no magic methods or quick fixes. Real change takes time. Real change is hard. If it is fast and easy, you don't have real change and it's not worth your energy.

There are no shortcuts. No gimmicks. No easy promises. You want an advisor that has the tenacity and persistence to see things through and not sugar-coat the challenges.

Find Out For Yourself

Read John P Kotter's book, "Leading Change" or take a look at the Harvard Business Review's "10 'must reads' on Change Management"

All of the most highly regarded thought on change management speaks to the same challenges.

Contact me to discuss your challenges and what we can do to face them.