There’s a scene in the film ‘Sliding Doors’ where Gwyneth Paltrow’s character, Helen, is running down the stairs to catch a train which is just pulling into the station.
In that moment, we see Helen’s life split into two versions. The film switches between these two stories, showing the different paths Helen’s life could take, depending on whether or not she catches that train.
Image: Eugene Chystiakov, unsplash
This is what organisation change often feels like – that moment where you realise down the line that a decision you might have made much earlier in the process, could have led to a very different outcome. And that ‘other’ outcome may have saved costs, reduced disruption and meant that you have happier employees.
Although you can’t predict everything in big change, you can reduce risk, particularly in how you support the people impacted by it.
Here are six things that can help you avoid that ‘Sliding Doors’ feeling in your change project or programme, when you’re setting out:
Start with the end in mind. If you want people to use your new system or new app from launch or you’re planning to introduce hybrid ways of working, think about what that future might look like. Then work back to how you’re going to get there.
Have a clear vision of the future. Once you have that view in mind, then make sure you have a really compelling and clear story of that vision you can share with people. Folk need to make sense of the ‘why’ of it before they can get on board with change.
Don’t get too excited by the system or process you’re changing and assume the people piece will take care of itself. The change won’t happen without people - they are behind the system or process you’re changing.
Get out and talk to people (virtually counts here too) – change doesn’t start in the boardroom, in an all-hands meeting or on Workplace. Top-down change just doesn’t get the best results. Talk to people however you can – walkabouts, online chats, skip meetings (where you ‘skip’ a management level). There are many ways to do this.
Be prepared to shift – readiness to change quickly is a prerequisite now. Any notion of a clear path from A to B in any project is long gone and it’s highly likely you’ll have to adapt along the way. Individual and team resilience is key.
Be humble – you might not have all the answers so be prepared to ask for support, whether in your team or in the form of an external coach.
Getting ready for change is one of the critical points in your project or programme. It’s here that the right foundations are set, plans are determined and it’s where ensuring that you put people at the heart, will make all the difference.
If you’re setting out on a big change and would like to chat through what’s needed to help people get on board, get in touch.