Leading Change

In a report by the Conference Board think-tank, “Strategic Leadership Development: Global Trends and Approaches”, in excess of 650 HR professionals were asked in 2012 what are the most important leadership characteristics 1) ranking most important now; 2) which are developed in leadership programs; and 3) which are the most important over the next five years. The number one answer to all those three questions was “leading change”. Unequivocally, across regions, nationalities, cultures and industries, leading change is the most important. So how do you lead change? One of the best tools for leaders to reference is Berenschot’s “Seven Forces Model” (1991). Here’s how to lead change followed by further considerations (“et alors”).

 

Leading Change

Unlike Kotter’s eight steps model (1990) which focuses on why and how changes can fail, Berenschot’s change model focuses on the forces which make change happen.  Of the seven, the first three are “stories” which the leader communicates, the fourth is the “fuel” that the leader provides for the other forces and the last three are the “actions” that the leader needs to initiate.

Necessity

This usually has to be a shock to break the inertia and to create a sense of urgency.

Necessity “moves” and usually sparks a sense of “being in this together”.

Vision

The leader envisions the changes for other to see what is requested of them.

Vision “directs” by inspiring others and creating a sense of purpose.

Success

To convince followers there must be early proof to confirm that the change is possible.

Success “makes believe” that the new way is better.

Spirit

The leader’s strength to not only initiate but maintain a high level of engagement.

Spirit is how the leader “gives power” to the other forces.

Structure

Structural support at organizational level to challenge people and to endorse changes.

Structures “challenge” the current way of working and then support the proposed change.

Capabilities

Knowledge, skills and empowerment to achieve the new tasks.

Capabilities “make possible” the changes by providing the necessary resources.

Systems

Information, reviews and feedback to confirm the desired performance (skills and behaviours).

Systems “reinforce” the change both during the implementation and after.

Et alors

Leading change takes a lot of energy and a lot of force! One can consider that there are four initial responses to a proposed change: 1/ Resistant – will pro-actively block the change; 2/ Neutral – either for or against the change but will not actively participate in the change process; 3/ Reluctant – for the change but will actively avoid participation in the change process; and 4/ Positive – for the change and will proactively support the change effort. Only the last one out of those four positions will provide their own positive “force” to the change and that is after the leader has highlighted the necessity, communicated the vision and even demonstrated some early proofs! This is why the leader needs “spirit” to bring (at least) those who are ‘reluctant’ and ‘neutral’ “on board” and then go the extra mile to effect the “actions”. To be capable of leading change, you therefore need to align your passion, your talent and the opportunity!