10 Principles of Leading Change Management

In the likes of heavy globalization since the mid-2000s change has become a staple endeavor in the business landscape. New global markets and labor pools have opened a window for more innovative technologies. This has put the conventional business modes and models in an old age home. The capital and investor demand have become less predictable. Hence, the risk of business is racing up to unimaginable heights. To resolve this, the companies are being more serious about organization change management.

Here are 10 principles for change management consulting-

Lead with culture-

When it comes to change management, culture is the first thing to consider. Skilled change managers know this and try to make up the best of their company’s existing culture. They do not attempt to change the culture but to tap into its emotional aspect to gain its best. Through the cultural aspect managers know how people think, behave, work etc. and plan accordingly.

Start at the Top-

Although the change management is applicable on every level of management, prime actions are required at the top levels first. All the major decision and change initiatives are set out by this group of executives backed by the CEO. The fact that everyone agrees on a change is serious, they should think alike and work in the direction of change.

Involve every Layer-

Strategists often fail to evaluate which people can make or break your change initiative. The manager considers every people at different layers. Like frontline people can be a good source of market reaction to the change and mid-level staff can give some good internal corporate aspects of the change. A single ailment in one layer can result in a major roadblock.

Consider the rational and emotional case together-

When top-level managers come up with an objective of entering a new market, its way too conventional for employees. There is no emotional quotient and moral obligation attached to this initiative. Managers need to trigger the emotional aspect and find similar grounds for rational and emotional goals to exist.

Adapt to new thinking-

Many managers believe, change works just by defining directions and incentives. But the truth is the two different teams need something more than just incentive to interact and work together, a new way of thinking. Change managers need to set some critical behaviors which indicate a speedy adaption to change.

Engage-

Just by announcing the change and defining new goals would not take you anywhere. Top management often does this silly mistake. They assume that the employees will figure out what it takes to have a successful change. Leaders must engage in the working and communicate at every level to facilitate change.

Lead outside the line-

Change is effective only when both people with authority and people with influence are involved equally. Where leaders are delegated to formulate the change people with influence should be used as guides for day to day functioning of the change.

Leverage formal solutions-

Companies need to restructure the formal elements if they want to alter the staff’s behavior. Formal aspects of structure, reward, training, rewards etc. must be redone according to the people’s advantage.

Leverage informal solutions-

Even if the formal solutions are duly present, there is a chance that employees might act strangely towards change. It is the point where informal and formal solutions need to work together.

Assess and Adapt-

Leaders share a bad habit of determining to achieve their goals by forgetting the end result evaluation. It is important to evaluate and make considerable changes to the ongoing plan if they want it to succeed.