{"id":1390,"date":"2022-04-28T06:31:41","date_gmt":"2022-04-28T06:31:41","guid":{"rendered":"https:\/\/changesynergy.com.au\/?p=1390"},"modified":"2022-05-17T23:52:36","modified_gmt":"2022-05-17T23:52:36","slug":"how-to-jumpstart-change-management-in-10-steps","status":"publish","type":"post","link":"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/","title":{"rendered":"How to Jumpstart Change Management in 10 Steps"},"content":{"rendered":"\n<p>In our experience, there are organisations with an aggressive project or transformation agenda that know that change management is necessary\u2014everyone talks about it, so it must be important!\u2014but they&#8217;re not sure what it actually means or looks like, or how to do it.<\/p>\n\n\n\n<iframe data-src=\"https:\/\/giphy.com\/embed\/xT1Ra5XJvhIUZQTM5y\" width=\"480\" height=\"360\" frameBorder=\"0\" class=\"giphy-embed lazyload\" allowFullScreen src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" data-load-mode=\"1\"><\/iframe><p><a href=\"https:\/\/giphy.com\/gifs\/heyarnold-hey-arnold-nicksplat-xT1Ra5XJvhIUZQTM5y\">via GIPHY<\/a><\/p>\n\n\n\n<p>These organisations typically fall into one of two categories:<\/p>\n\n\n\n<ul><li>High project management maturity, low change management maturity. Highly skilled project or program managers are asked to be de facto change managers too.<\/li><li>Low project and change maturity. Projects are run by operational people in addition to their \u201cactual\u201d jobs, and now they have to squeeze in &#8220;the change piece&#8221; too.<\/li><\/ul>\n\n\n\n<p>In both cases, it&#8217;s challenging for the individuals who are expected to be overnight change managers. If this is you, here are 10 steps to get you started and boost your organisational change capability.&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">1. Get crystal clear about the change you\u2019re undertaking<\/h2>\n\n\n\n<p>This sounds straightforward, but it&#8217;s actually challenging.<\/p>\n\n\n\n<p>It&#8217;s more than \u201cwe\u2019re upgrading the billing system\u201d or \u201cwe&#8217;re introducing a new onboarding process\u201d or \u201cwe\u2019re changing our structure to be more customer-centric.\u201d<\/p>\n\n\n\n<p>What\u2019s the&nbsp;<strong>imperative<\/strong>, or the&nbsp;<strong>why<\/strong>, behind these initiatives?<\/p>\n\n\n\n<p>Are you introducing a new onboarding process because new starters are spending their first two weeks without a laptop or spotty systems access, impacting productivity and costing the organisation? Is the new customer-centric structure necessary because customers have told us they expect more, and churn is higher than normal? Are we upgrading the billing system because it hasn\u2019t changed since before the iPhone? All of these statements are more compelling than simply stating what we&#8217;re doing.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/blog.changesynergy.com.au\/hs-fs\/hubfs\/Resistance%20(4).png?width=500&amp;name=Resistance%20(4).png\" alt=\"Starting with why appeals to people's emotions and gets them listening\"\/><\/figure>\n\n\n\n<p>The&nbsp;<em>why<\/em>&nbsp;is necessary because it appeals to people\u2019s emotions and gets them listening, which is the first thing we need to do when embarking on major change. In saturated, busy environments\u2014which all workplaces are these days\u2014if we don&#8217;t spell out why change is necessary, people simply won&#8217;t listen. The&nbsp;<em>why<\/em>&nbsp;needs to be included in all kick-off project communications.<\/p>\n\n\n\n<p><em>[Further reading:&nbsp;<a href=\"https:\/\/changesynergy.com.au\/are-you-starting-with-why\" rel=\"noreferrer noopener\" target=\"_blank\">Are you starting with WHY?<\/a>]<\/em><\/p>\n\n\n\n<p>Once we know why we need to change, we need to establish where we\u2019re headed. Again, this is more challenging than it seems.<\/p>\n\n\n\n<p>It goes beyond &#8220;we&#8217;re upgrading the billing system.&#8221; What will that mean for people? Will employees be able to have richer customer conversations because they\u2019ll have all the data they need at their fingertips? Will onboarding take two days instead of two weeks, and hiring managers will only need to fill out one form instead of several?<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/blog.changesynergy.com.au\/hs-fs\/hubfs\/Resistance%20(5).png?width=600&amp;name=Resistance%20(5).png\" alt=\"Resistance (5)\"\/><\/figure>\n\n\n\n<p>Clearly articulating what the future will&nbsp;<em>be like for people<\/em>&nbsp;helps them connect with the change and understand what means for them personally. Again, this needs to be part of your kick-off communications.<\/p>\n\n\n\n<p>We recommend developing an elevator speech that becomes the cornerstone for your project communications. Your Sponsor, project or change team and line managers all need to share the elevator speech broadly to spread the word about what\u2019s changing.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">2. Map your change network<\/h2>\n\n\n\n<p>Now that you know what the change is about, it&#8217;s time to graphically represent the true network of power, influence and the impact of your change. Starting from the bottom\u2014who needs to use your change for it to be successful?\u2014consider formal and informal power and relationships.<\/p>\n\n\n\n<p>You can do this on a wall with post-its and markers, or virtually with a tool such as&nbsp;<a href=\"https:\/\/miro.com\/\" rel=\"noreferrer noopener\" target=\"_blank\">Miro<\/a>,&nbsp;<a href=\"https:\/\/www.mural.co\/\" rel=\"noreferrer noopener\" target=\"_blank\">Mural&nbsp;<\/a>or&nbsp;<a href=\"https:\/\/www.diagrams.net\/\" rel=\"noreferrer noopener\" target=\"_blank\">diagrams.net<\/a>. (There are probably more, these are just the few we\u2019ve experimented with.)<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">3. Do a change impact AND a legacy assessment<\/h2>\n\n\n\n<p>Now that you know what you&#8217;re doing and who is impacted, it\u2019s time to assess two things: the people impacts, or risks, of the change itself; and what\u2019s the organisation\u2019s recent track record, or legacy, with change? If the track record is poor, you may need to over-invest in change management support to be sure you get this one right.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">4. Generate sponsorship<\/h2>\n\n\n\n<p>Change is accelerated when leaders are aligned in what they say, do, measure and prioritise.&nbsp;&nbsp;Put more simply:&nbsp;leaders are essential to making change succeed. In fact,&nbsp;lack of effective change leadership is one of the biggest risks to implementation failure.<\/p>\n\n\n\n<p>This is an area that takes time and resources to get right, so many project teams avoid it, shouldering many of the sponsorship responsibilities and treating the Sponsor as a removed figurehead who gets updates, sometimes asks tough questions, and parachutes in when complex issues arise.<\/p>\n\n\n\n<iframe data-src=\"https:\/\/giphy.com\/embed\/deD6A9qOHRYsZ0DBoS\" width=\"480\" height=\"269\" frameBorder=\"0\" class=\"giphy-embed lazyload\" allowFullScreen src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" data-load-mode=\"1\"><\/iframe><p><a href=\"https:\/\/giphy.com\/gifs\/aceventura-jimcarrey-whennaturecalls-shikaka-deD6A9qOHRYsZ0DBoS\">via GIPHY<\/a><\/p>\n\n\n\n<p>This approach is not likely to get the traction you need where you need it. For change to stick,&nbsp;<em>everyone<\/em>&nbsp;needs to see that their manager is committed to and reinforcing the change.<\/p>\n\n\n\n<p>While there is usually just one&nbsp;<em>Initiating Sponsor<\/em>, every manager whose direct reports are impacted by the change needs to play a sponsorship role.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">5. Set clear and measurable goals<\/h2>\n\n\n\n<p>No matter how well-intended, most people\u2014and, by extension, organisations\u2014can\u2019t change unless they have goals that are measurable, compelling, monitored, supported, planned out and reinforced. This takes work and discipline, and it goes far beyond making a statement along the lines of \u201cwe&#8217;re going to do things differently now.\u201d<\/p>\n\n\n\n<p>Decide on the outcomes you want and set measurable goals to achieve those outcomes.<\/p>\n\n\n\n<p><em>[Further reading:&nbsp;<a href=\"https:\/\/changesynergy.com.au\/the-missing-link-leadership-accountability\" rel=\"noreferrer noopener\" target=\"_blank\">Accountability: The Missing Link in Making Change Stick<\/a>]<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">6. Plan for how you&#8217;ll engage people<\/h2>\n\n\n\n<p>This is much more than training and communications!<\/p>\n\n\n\n<p>Our change management framework,&nbsp;<a href=\"https:\/\/changesynergy.com.au\/change-management-methodology\/\">People-Centred Implementation (PCI\u00ae)<\/a>, uses four engagement levers. Decide which levers you&#8217;ll use\u2014based on what\u2019s achievable given time and budget constraints and is likely to give the most return on effort\u2014build detail into your plan, and seek advice from your change network.<\/p>\n\n\n\n<p><em>[Further reading:&nbsp;<\/em><a href=\"https:\/\/changesynergy.com.au\/our-change-management-methodology\" rel=\"noreferrer noopener\" target=\"_blank\">Our Change Management Methodology<\/a><em>]<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">7. Assess the likelihood of resistance and develop a resistance management plan<\/h2>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" data-src=\"https:\/\/blog.changesynergy.com.au\/hs-fs\/hubfs\/Resistance.png?width=500&amp;name=Resistance.png\" alt=\"Resistance, if left unchecked, will threaten the success of your implementation.\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" class=\"lazyload\" \/><noscript><img decoding=\"async\" src=\"https:\/\/blog.changesynergy.com.au\/hs-fs\/hubfs\/Resistance.png?width=500&amp;name=Resistance.png\" alt=\"Resistance, if left unchecked, will threaten the success of your implementation.\"\/><\/noscript><\/figure>\n\n\n\n<p>Resistance is a normal human reaction to disruptive change. While it\u2019s uncomfortable and our tendency is usually to cross our fingers and hope that people just \u201cget on board,\u201d experience shows that resistant employees usually need some support. This takes skill, yes, but it mostly takes time and patience, which project teams usually feel they can ill-afford. Unfortunately, if left unchecked, resistance will threaten the success of your implementation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">8. Track your progress, all the time<\/h2>\n\n\n\n<p>Dr James Prochaska, who co-developed the Stages of Change Model in 1983 (also known as the Transtheoretical Model of behaviour change), says that&nbsp;<a href=\"https:\/\/jprochaska.com\/books\/all-books\/\" rel=\"noreferrer noopener\" target=\"_blank\">relapses are the rule rather than the exception<\/a>.<\/p>\n\n\n\n<p>Using those clear and measurable goals you already established, track your progress against those goals&nbsp;<em>before and after<\/em>&nbsp;the implementation.<\/p>\n\n\n\n<p>Leading up to implementation,&nbsp;has behaviour started to change? Are leaders role modelling and reinforcing the new ways of working?&nbsp;&nbsp;<\/p>\n\n\n\n<p>After implementation, are people using the change as intended? If not, why not? Is additional support needed?<\/p>\n\n\n\n<p>\u2026.which feeds nicely into the next step:<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">9. Make a sustainment, or reinforcement, plan<\/h2>\n\n\n\n<p>True and sustained adoption occurs when people are routinely using the change and&nbsp;<em>demonstrating ownership&nbsp;<\/em>for its continuation.<\/p>\n\n\n\n<p>Because relapses are the rule rather than the exception, you need to leave anchors in place to prevent people from returning to the old ways of working.&nbsp;We call them&nbsp;<strong>sustainability anchors<\/strong>.<\/p>\n\n\n\n<p>What anchors can you put in place so that when project resources and other support are deployed elsewhere, people don&#8217;t find workarounds to allow them to continue working the way they always have?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">10. Integrate change and project management<\/h2>\n\n\n\n<p>To be most effective, change management needs to be integrated into overall project delivery. That doesn\u2019t mean it has to be the same person\u2014Project Managers often don\u2019t have the time or interest to be effective Change Managers\u2014but change management is not something separate that happens on the side.<\/p>\n\n\n\n<p>Any people risks, such as risks to commitment or adoption, need to be managed alongside other project risks, with mitigation strategies tracked the same way we track, say, software development risks. Change management activities and milestones need to be part of the overall project plan with dependencies identified and managed as closely as any other project dependency.<\/p>\n\n\n\n<p><em>[Further reading:&nbsp;<\/em><a href=\"https:\/\/changesynergy.com.au\/characteristics-of-a-truly-change-capable-organisation\" rel=\"noreferrer noopener\" target=\"_blank\">Characteristics of a truly Change Capable Organisation<\/a><em>]<\/em><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">From paddling in shallow water to mastering the deep end<\/h2>\n\n\n\n<iframe data-src=\"https:\/\/giphy.com\/embed\/XzYLKlU5NdaB5nfkUF\" width=\"480\" height=\"270\" frameBorder=\"0\" class=\"giphy-embed lazyload\" allowFullScreen src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" data-load-mode=\"1\"><\/iframe><p><a href=\"https:\/\/giphy.com\/gifs\/disneyplus-the-princess-bride-robin-wright-theprincessbride-XzYLKlU5NdaB5nfkUF\">via GIPHY<\/a><\/p>\n\n\n\n<p>These 10 steps will get you started, but there is more to doing change well. Our change management training programs, such as our&nbsp;<a href=\"https:\/\/info.changesynergy.com.au\/virtual-change-management-practitioner-program\" rel=\"noreferrer noopener\" target=\"_blank\">PCI\u00ae Practitioner Program<\/a>, gives you all tools and templates you need to lead, plan, implement and track major organisational change. We can also&nbsp;<a href=\"https:\/\/info.changesynergy.com.au\/pci-change-management-coaching\" rel=\"noreferrer noopener\" target=\"_blank\">coach you<\/a>&nbsp;to get the results you need.<\/p>\n\n\n\n<p><em>Over to you! Is there anything else you would add to this list?<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>In our experience, there are organisations with an aggressive project or transformation agenda that know that change management is necessary\u2014everyone talks about it, so it must be important!\u2014but they&#8217;re not sure what it actually means or looks like, or how to do it. via GIPHY These organisations typically fall into one of two categories: High [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":1391,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[30,36,34],"tags":[],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.9.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Jumpstart Change Management in 10 Steps - Change Synergy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Jumpstart Change Management in 10 Steps - Change Synergy\" \/>\n<meta property=\"og:description\" content=\"In our experience, there are organisations with an aggressive project or transformation agenda that know that change management is necessary\u2014everyone talks about it, so it must be important!\u2014but they&#8217;re not sure what it actually means or looks like, or how to do it. via GIPHY These organisations typically fall into one of two categories: High [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\" \/>\n<meta property=\"og:site_name\" content=\"Change Synergy\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Change-Synergy-100567161613371\" \/>\n<meta property=\"article:published_time\" content=\"2022-04-28T06:31:41+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-05-17T23:52:36+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/changesynergy.com.au\/wp-content\/uploads\/2022\/04\/Resistance-2.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1024\" \/>\n\t<meta property=\"og:image:height\" content=\"628\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Pixeld\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@ChangeSynergy\" \/>\n<meta name=\"twitter:site\" content=\"@ChangeSynergy\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Pixeld\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\"},\"author\":{\"name\":\"Pixeld\",\"@id\":\"https:\/\/changesynergy.com.au\/#\/schema\/person\/d0c22849e532ec3a9240792a87c6f014\"},\"headline\":\"How to Jumpstart Change Management in 10 Steps\",\"datePublished\":\"2022-04-28T06:31:41+00:00\",\"dateModified\":\"2022-05-17T23:52:36+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\"},\"wordCount\":1464,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/changesynergy.com.au\/#organization\"},\"articleSection\":[\"Change capability\",\"Methodology\",\"Portfolio Management\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\",\"url\":\"https:\/\/changesynergy.com.au\/how-to-jumpstart-change-management-in-10-steps\/\",\"name\":\"How to Jumpstart Change Management in 10 Steps - 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