In Change Management

Moving beyond implementation to make change stick.

Thank you to all who registered and joined us for the recent webinar, “Ways to embed and sustain change” part of a series of discussions focusing on the crucial aspects of project and change management.

Over the last few months we’ve been on a journey to explore the change lifecycle.  The latest session explored effective strategies for embedding and sustaining change within organisations.

Even when there is successful implementation or delivery of change, further challenges can lie ahead with ensuring that the thing that is delivered, actually gets used such as the new processes, systems, or ways of working. To reap the benefits we need people to be using what is delivered. Anyone who has ever bought an exercise machine, knows full well that just because you have it nicely set up and ready to go, doesn’t mean that using it becomes a natural part of your weekly routine. Here are some things to think about when embedding organisational change.

  • Simplify the process of change: This means breaking down barriers and reducing the complexities that might hinder people from adopting new behaviours or systems. For example, provide clear guidance or extra hand-holding and support to help people overcome any nervousness around this and to make embracing the change manageable.
  • Make it attractive: Making the change appealing helps increase interest and participation. Think about how you can create incentives that motivate people and make adopting change more desirable. Also, keep reminding them of the positive outcomes and wins for them.
  • Allow time for change: When new systems or methods are introduced, people need to unlearn what they do currently and learn new ways of doing things. This requires creating new neural pathways and takes conscious effort and energy. It takes time and consistent practice before the ‘new’ becomes the ‘norm’. Be mindful that people may need extra support during this time and may find it frustrating as performance can initially drop.
  • Leverage social proof: Keep visibility of progress high to encourage change adoption. Publicise successes early and often, and celebrate quick wins, to encourage a culture of achievement. For instance, demonstrating how many others have successfully embraced the change can motivate others to follow.
  • Timing and communication: Challenges sometimes arise when changes are implemented without sufficient lead time for communication and engagement.  This can result in missed opportunities to address or rectify issues before they escalate. Careful timing ensures that the changes feel relevant and people are able to get ready for change, as well as feel supported during and after change has been delivered.
  • Measuring the return: Discussions highlighted how much roles can vary across organisations and how important it is to get clarity around roles and governance for change and have clear accountability. Many different teams typically are dependent on each other and have to come together in a co-ordinated way for successful change. An area that often gets overlooked is how change efforts will be measured and who will be responsible for tracking and measuring the benefits of change.

To catch up on this session, you can now revisit the complete webinar recording. Thank you for joining me on this  journey!  I’ve really appreciated your questions, your engagement and willingness to share your real-life examples! If you have any questions or want to discuss any of the topics in more detail, please feel free to reach out.

 

Learn to effectively lead change through a change management qualification

 

Recent Posts
Contact Us

Get in touch today to discuss your training needs

The role of managers in supporting and sustaining change