How do you implement and sustain real lasting Change?
Question: How to implement and sustain real lasting Change?
Answer: It starts with wanting to execute change and having a thirst for implementation. Too many change projects have very woolly goals. Desired outcomes are not defined with specific precision in terms of how things are now and how we want them to turn out.
If you don’t know where you are going, any path will take you to your destination. Lasting change is based on three interlocking factors, Focus, Energy and Alignment.
1. Do you have enough Focus and do you know what you want?
Many organisations do not focus their attention on specific goals. Instead, the goals are nebulous and difficult to quantify. If that’s the case reset goals to make them concrete and tangible. If you cannot justify a rigorous RIO or SRIO, then don’t commit to the change, or think again.
2. Are you passionate about the Change and the key Goals?
If you are not passionate about them, why should anyone else be? If you cannot energise yourself and your team to commit – how are you going to instil and sustain this in others?
3. Alignment – you should be integrating BAU with the Change Agenda
This is critical. Commit to execute your plan and bed that down in the organisation with managers who are measured on implementing those changes, as well as dealing with their day to day deliverables. This is not an optional choice between ‘BAU’ (Business as Usual) vs. the Change agenda. Its about integrating them together. This may need some negotiation and mentoring on how best this be achieved.
Answer: It starts with wanting to execute change and having a thirst for implementation. Too many change projects have very woolly goals. Desired outcomes are not defined with specific precision in terms of how things are now and how we want them to turn out.
If you don’t know where you are going, any path will take you to your destination. Lasting change is based on three interlocking factors, Focus, Energy and Alignment.
1. Do you have enough Focus and do you know what you want?
Many organisations do not focus their attention on specific goals. Instead, the goals are nebulous and difficult to quantify. If that’s the case reset goals to make them concrete and tangible. If you cannot justify a rigorous RIO or SRIO, then don’t commit to the change, or think again.
2. Are you passionate about the Change and the key Goals?
If you are not passionate about them, why should anyone else be? If you cannot energise yourself and your team to commit – how are you going to instil and sustain this in others?
3. Alignment – you should be integrating BAU with the Change Agenda
This is critical. Commit to execute your plan and bed that down in the organisation with managers who are measured on implementing those changes, as well as dealing with their day to day deliverables. This is not an optional choice between ‘BAU’ (Business as Usual) vs. the Change agenda. Its about integrating them together. This may need some negotiation and mentoring on how best this be achieved.
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