Change is an inevitable part of any organization's lifecycle, and it may seem more prevalent now than ever. Whether the change is driven by internal developments, market dynamics, or technological advancements, managing change effectively and bringing your stakeholders toward your vision is essential for a successful program.
In our live webinar poll, 30% of attendees shared that change fatigue and general resistance are their greatest challenges when leading change.
Behaviors of an effective change leader
Identifying the correct change leader is fundamental. This person may not always be the most senior team member but must possess the ability to think and plan strategically while connecting emotionally with others. Change leaders need to know more than just the mechanics or operations of a program; they also need to be able to influence others to follow their lead. A clear vision and purpose for the change are essential, along with the ability to maintain motivation and sustain change.
TIP: As a change leader, being able to keep momentum on the project means you’ll need to clear obstacles when they arise and establish parameters around how decisions are made. While input and feedback from your project team are essential, and big decisions will take longer, it may be challenging to move forward if complete consensus is needed on every decision. Agree on this framework at the outset.
Being clear on the problem
Clearly defining the problem before identifying the solution is essential; otherwise, you may implement a program that doesn't fully address the issue or opportunity. It's also worthwhile to prioritize projects against others in the pipeline to ensure you invest limited time and resources effectively.
TIP: If you are managing multiple projects, take the time to prioritize these based on a matrix like the one shown here. You would typically focus on the top two quadrants where those projects are either quick wins (high benefit, easily implemented) or those projects that may be more expensive or complex but bring a higher ROI.
Develop your vision
When creating the case for change, document your current state, including specifics around the problem(s), with any available data to define the situation. You will then define your vision or future state and describe why you must embark upon this change.
This might include detailing the specific drivers for change, which might be external factors or even internal organizational priorities, such as a corporate-wide digital transformation. You might also consider detailing the cost of inaction or the consequences if you fail to change.
TIP: Think of using stories that will enable your audience to relate more concretely to your vision. For example, you might consider drafting a fictitious press release or your ‘Law Department of the Year’ award submission. What will you have achieved, who was involved, and what benefits were realized from this project?
Understanding your stakeholders
Understanding the various needs and concerns of each stakeholder group or individual is key to your engagement strategy. It can be helpful to be clear about the objective you are trying to achieve with each individual or group. Is it simply buy-in and support? Do you need to conduct in-depth interviews to understand workflows? Or are you seeking their support as informal influencers?
Mapping your stakeholders to understand a) how deeply impacted they will be by this project and b) how influential they are towards the project and its success can help you understand your communication strategy and approach.
TIP: Stakeholders who will be deeply impacted and are very influential will require a high degree of communication and engagement. Don’t ignore the group of individuals who may have little influence and won’t be deeply impacted; they can be helpful to your efforts and can even turn into resisters if they are not kept informed. Consider inviting them to town halls or including them in your newsletter circulation for project updates.
Communicate with purpose
In our live webinar poll, 29% of respondents believe that their law department could communicate more effectively during times of change.
Communication is often one of the most overlooked elements of any change program. As you reflect on your role as a change leader, remember that you’ve had much more time to process the change program and the ‘why’ behind the change. Your goal is to try to translate your passion for the program and the reason for the change in a way that your stakeholders will understand, believe in, and get behind. While you’ll have broad communications around the program, you’ll want to reflect on your key stakeholders and the objectives you want to accomplish with each group or individual.
TIP: While it can be an extra step, consider documenting your approach to communication in a plan to ensure alignment with your goals and key messages. Click here for a checklist and template to help guide your communications efforts.
Sustaining Change
The change process doesn't end when the program goes live. To ensure lasting change, you’ll need to embed new practices into your culture and everyday operations while not making special allowances for those who may not be comfortable with the new program. Encourage a culture of continuous learning and improvement to adapt to future changes and use reinforcement messages and success stories to help sustain momentum.
TIP: Taking the time to regularly review the program, gather feedback, and make adjustments will enable you to course-correct as needed to get the desired results. You may want to have feedback mechanisms in place to allow for comments on the program, maybe even an anonymous survey form that is shared with stakeholders regularly, with a few simple questions:
- What do you value most about this new program?
- What changes would you make and why?
- Do you require any support to embrace this new program?