February 2, 2011 | ||||||||
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Questions you need to answer before trying to change your organization
The economic downturn has had varying effects on different companies. While some organizations have suffered, others in the same industry have prospered, and often the main differentiator has been the organizations' abilities to evolve.
Unfortunately, over seventy percent of all corporate change initiatives fail. This is most frequently due to corporate leadership's inability to recognize that true change must start first with the spirit of a company.
If you are looking to begin a change initiative within your organization, take a moment first to ask yourself the following six primary questions. Your answers will provide the context for making the change, and will help lay a critical foundation for you to begin any top-to-bottom organizational transformation.
Where is the organization's culture? Whether your organization is made up of five people or fifty thousand, your culture is created and sustained in what each person thinks, believes, feels, and expects about the organization. Until you can describe the core emotions, experiences, beliefs, and expectations of your employees, you cannot change their spirit.
That which hinders a company from changing is ultimately inside the people. It is the collective voice that says, "Is this really necessary?" or, "Let's keep that in mind." You must uncover, comprehend, and acknowledge these objections, and answer, "Where is the culture?" to know what sort of change must occur. By first understanding the collective mind of your organization, you establish a place from which you can effectively birth the change process.
What starts the process? The one thing that starts every process of successful change is knowledge. Without it, employees, managers, and executives cannot participate effectively in altering the direction of the organization. While this is a very basic concept, few leaders help employees understand the real business environment. This "boardroom awareness" includes understanding the reality of new overseas competition, new technologies, and industry consolidation or expansion that dramatically affects the bottom line.
Employees need to know the visible metrics being used to keep score
so they can gauge if their collective mind is on target. Mind leads
behavior. Your organization's intelligence--the collective knowledge
of its collective mind--is its truest value. If you misjudge or guess
at this, you will always struggle to lead change.
Whose culture is it? In order to give your people a sense of ownership for the success of the enterprise, you must create tangible ways for them to participate in the change process. Without meaningful, heartfelt participation, people will not take responsibility for the improvement or survival of the organization.
Work must become reinterpreted in the collective mind as a place for personal growth, achievement, satisfaction, and spiritual development. If your people learn how to (1) exercise their potential, (2) reach new performance heights, (3) develop interpersonal skills, and (4) improve their ability to collaborate with a diversity of people, then the entire change process becomes an opportunity to expand personal awareness, creativity, tolerance, and fulfillment.
How do you know if you are making progress? When can you change the culture? A negative institutional memory will be the primary deterrent to people changing today. Some of these attached thoughts include "That's the way we have always done things," or, "Let's wait for others to change," or, "Let's wait for our supervisor to get on board." These institutionalized mantras hold people back. They become the equivalent of an organizational emergency brake, hindering all progress and are a major cause of
the seventy percent failure rate of change initiatives.
Why do people change? When people begin to trust senior management, when they are meaningfully included in the direction of the business, when they participate in the rewards that accompany superior achievement, then you will have an organization where the people know why they are giving 120 percent.
Why do people change? They change because they are given a clear reason to.
Dr. David Shaner is a professor at Furman University in Greenville,
S.C , and founder of Shaner & Associates, Inc.: Performance Development
Consultants, and CONNECT Consulting LLC. His new book is The Seven
Arts of Change: Leading Business Transformation That Lasts.
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