It is the same for organisations when the leader is tasked with navigating the unknown or finding a way through the change maze. The organisation may know where it wants to get to but the way is unclear. There will be unfamiliar challenges, probably some detours, even dead ends, pragmatic solutions will need to be found. It could get messy. It will probably take longer than anticipated. It will be necessary to make the most of whatever resources are available however limited. Success will require collaboration and despite the many distractions it will require great resolve to keep focused on the big picture, the end goal.
As such it should not be a surprise that so many change initiatives fail or fail to deliver all that was promised. So how can the chances of success be increased? The first question is who will benefit from these changes if not those being asked to adopt new work practises? Needless to say the leader who responds by saying , You will still have jobs is unlikely to inspire. However employees may well be inspired or more cooperative if the answer is customers/service users.
The next question concerns the leadership’s willingness to change. Leaders who are prepared to change are people who have an accurate insight into how their behaviour affects others. They are open to feedback about their leadership style which is setting the tone within the organisation and making the change initiative more likely to succeed or less likely to succeed. They have heard their commitment and determination can sometimes close down debate rather than open it up, that they can come over as lecturing managers rather than inspiring them and that their enthusiasm for change can be experienced as impatience and feel over critical.
Being open to change they work on their behaviour to address these tendencies. Leaders who are open to changing their own behaviour are more likely to achieve the changes in the organisation they seek.
Is there unanimous recognition of the need for pragmatism and an unambiguous understanding that the changes will need to be achieved by the people already in post and without additional resources or are some people responsible for implementing change under the impression that additional resources will be made available?
Is there a culture within the organisation one of Innovation and risk taking? Different ways of doing things require a diversity of thought and a willingness to listen to ideas that may take people, especially senior managers, out of their comfort zone.
Will the leadership have the patience and determination to see it through. So many change initiatives don’t deliver all the anticipated benefits because the leadership runs out of energy and enthusiasm for the project once it becomes clear it is going to take much longer than thought. It doesn’t help if key individuals depart and the new arrivals have a different vision.
The leadership of an organisation can successfully navigate the change maze if can take employees with them, is prepared to change themselves, adopts a pragmatic approach and demonstrates the necessary resolve.
