Did you catch the latest #brainpickers episode on change capability? Lena Ross and I talk all things Change Capability. Or at least as much as you can in 8 minutes! Enjoy
Some of the things we pick up on:
Change capability then looks something like the following:
- An organizing structure for change management – this might be a governance model, a centre of excellence, or a centralised portfolio or internal consultancy.
- Change management as a central construct in the learning and development systems (induction, internal courses, mentoring).
- Change management as a central construct in the human resources systems (recruiting, performance management, and recognition).
- Change as a cultural imprint within the leadership – lived values of innovation, agility, and of course, people.
- Common supporting toolkits, frameworks, processes and templates that enable people to carry out successful change.
- A multi-level framework that distinguishes between levels of capability (beginner, junior, novice, intermediate, senior / master)
There are several things that if you are a manager can do to build change capability.
- When you work with your team ensure that you highlight and amplify moments of genuine optimism – challenge the negative talk you hear. It can be difficult to achieve balance between discouraging negative talk, and giving your team a safe space to speak honestly and frankly about their concerns.
- Focus on a strength based leadership style; when people are more aware of their strengths and know, they are appreciated, they’re more resilient.
- Encourage open conversations about flexibility – flexible roles, flexible processes, see what you can let go of and role model flexibility for your people.
- When people talk to you about their fears, ask them to also note the opportunities. Sometimes people need help in achieving balance.
- Encourage your team to invest in their career development proactively.
- Have a monthly lunch where you have a presentation or discuss emerging trends.
- Always celebrate successes and achievements.
- Ensure that goal setting and review of goals is maintained during periods of change and also accommodate the new context of performance. Perhaps the goals need to be adjusted or there are new goals to include.
- Introduce your team to Stephen Covey’s circles of control, influence and concern as a way to make sense of their reactions to things (see my must reads in Chapter 14 – from his book ‘The 7 Habits of Highly Effective People’)
- And finally, embrace and role model vulnerability. Stay open to sharing how you are experiencing the change