How many change programmes do you know of that have failed to get the desired results, whether new processes, restructures or culture change and new ways of working? Even when best practice change management approaches are applied, the results are often less than pretty for a variety of reasons.
What if though, you were to look at implementing change and getting the results you want from a new perspective? Through a lens of building trust and flow from the very beginning and throughout the whole process…
Typically the people initiating change have lots of Dynamo energy. Whilst these profiles are brilliant at conceiving ideas and seeing the bigger picture they are often ahead of their time. They certainly can leave others behind in the race to get things moving. They are most likely to want to implement innovative ideas, particularly ones that are product, people and culture based.
Those with Tempo energy may find change challenging to deal with initially. However given a context within which to understand the vision and a structured plan to implement, they are the perfect people to help make it all happen and on time!
Blaze energy people are most likely to be leading the charge for the change from the front! They want to focus on the people aspects. Who will be affected by the changes? Who is best to do which roles? Who do I know that can help with this?
Those with high Steel energy, usually prefer not to create waste (a great attribute in your financial controller!) and are the most likely to want to cut costs out of the organisation and look to continuously changing and improving processes.
There are times when it may well be necessary to tighten your belts or perhaps a company has become stagnant and desperately needs to innovate. It’s no good though if the people left after a restructure and redundancies are out of their flow, working to accountabilities and/or processes that they are not suited to. It doesn’t help if people ignore the latest fad, working as they always have, because they know there’ll be another one around the corner before this one has even been fully implemented.
What do you want to achieve in your Change Programme?
I’d like you to take a few moments and think about the results you really want to achieve… Think about how you want your team, department or organisation to perform in the longer term…
What if instead of one change programme after another, you had each team in your organisation in flow, building trust within and between teams and departments, dramatically increasing productivity and profit?
What if you had management team(s) with a blend of profiles that could innovate and keep costs down while doing so in a way that would naturally include the people actually doing the work?
What if change wasn’t ‘managed’ but an organic process initiated at all levels of the organisation where individuals in their flow would easily have great ideas and spot better ways of doing things?