Change can be hard and maybe feel uncomfortable at times. But change is a necessity - it’s how we evolve and even learn from our mistakes.

Change doesn’t always have to be transformational and sometimes, even some of the simplest change programs can go wrong or not as smoothly as desired. This could be because of a lack of clear vision, not having clear leadership and sponsorship, failing to get stakeholder engagement and buy-in, or not communicating as needed to key stakeholders.

This session covered several critical success factors to help you lead your team through change.

Define the problem and assess ROI

One reason why change programs tend to fail is because of a misdiagnosis of the problem that needed to be solved or because no one took the time to clearly define the problem. Once you have done so, it’s helpful to reflect on whether the challenge, or pain to implement or make change, is worth the investment. It’s also possible that there may be multiple solutions to the problem, and some will be easier to implement than others.

Identify who is to lead the change

The individual leading the change program must possess credibility and influence, as well as a record of trust and respect within the organization. They should be empowered to make decisions and clear obstacles while empathizing with those affected by the change, understanding their perspectives and resistance. A clear vision and purpose for the change are essential, as is the ability to maintain motivation and focus on the vision.

Define your vision and purpose

There are many great resources available on the topic of change management but our speakers highlighted the work of John Kotter¹, a recognized authority in the field. He highlights that true urgency is established through several different tactics, including by establishing the burning platform issue, which is essentially the answer to the question, “What happens if we don’t change.”

Build a roadmap for success

Having a documented scope and plan for the change program helps you to stay focused as a team. It also documents the vision for the project, which should be referred to often, and identifies who will be responsible for each element of the program. It can be easy to be tempted to sway off course, as other interesting but adjacent projects may arise, so the roadmap is a helpful point of reference.

Communicate often

The communications aspect of your change management program is often the most overlooked of all efforts, yet it has such an impact on the success of your program. It is key to be sure that you are delivering consistent messaging that reinforces your burning platform narrative to help maintain momentum and buy-in. It's also crucial to manage expectations during times of change, as service levels may temporarily fluctuate from their norm.

Sustaining change

Try to avoid the temptation to make special allowances or exceptions to the program for certain stakeholders as it can hurt the overall program and impact buy-in. It’s also helpful to identify change champions who can share their success stories to continue to motivate others and to maintain momentum.

1. Source: John P. Kotter, 2008, A Sense of Urgency, Harvard Business Review Press