Would you sacrifice change management quality for results?

This week, I was reminded of a lesson I learned many years ago about change management planning. A project leader was resisting making modifications to implementation tactics across teams and geographies. Consistency was important, she felt, since the plan had already incorporated feedback from each group taking on the change. She was fighting for her plan.

What I have learned is that the best implementation plan is the one people will implement, which usually isn't the 'best' technical plan. Most activities are in the hands of those who are closest to the people who are changing. They must agree with the tactics before they will execute them well. 

My education was gained on a similar project. I was rolling out an operating model that defined how global, regional and country teams would work together. I spent many weeks developing the roll-out plan with input from the different stakeholder groups – it was a textbook excellent plan. 

When I reviewed the plan with regional change leads, I discovered that Latin America had already started its launch activities. They had combined the operating model initiative with a regional culture program scheduled to begin before ours. The Regional President kicked-off the combined initiative with a motivational video and all-colleague meeting. The launch was so good and so 'off plan.’

This experience taught me that different tactics can achieve the same results; the delivery method can be variable. As long as the key information is communicated well, executor preference is the determining factor for achieving results.

I resolved to focus my influence (and fight) on consistent change principles and encourage variability in implementation tactics. I also vowed to never again fall in love with my consistent plan and always celebrate changes that reflect local cultural preferences.  

Here are some tips on how to create a plan that will deliver results for different teams:

• View your plan as dynamic – it needs to change with people's needs or preferences
• Define and gain agreement on the core change principles that will guide implementation activities – e.g. transparent and consistent communication to all groups, co-creation with those who are taking on the change, etc. – they need to be consistent and are non-negotiable throughout the project
• Be clear on the results you need to achieve – the plan is only a means to realize the results and needs to be measured against them
• Provide a menu of tactics for groups to choose from – a representative planning team can also choose to align on one set of tactics that meet all of their needs
• Encourage team representatives to share learnings about the tactics that work well – peer testimonials inspire adoption
• Celebrate the successes of implementation teams – rewarding those executing the plan encourages continued tactical experimentation and support of the initiative 

The quality of change management support is determined by the results achieved. These results are highly dependent on how well the implementation tactics are executed. Since people invest more in activities they believe in, the best implementation plan is the one they create. This may require sacrificing tactical control or consistency, but never quality.

Phil

10 Must-do's When Ending a Project

Last Friday, I completed an assignment I have been working on for a year. 

It felt strange to leave an initiative that has monopolized my waking and sleeping hours for so long. One minute I'm attending meetings and completing tasks and the next I'm not.  

The ending of an assignment is my least favourite phase of a project because:

• Any end date seems premature; there is always more to do to embed a change
• The pace moves from fast and dynamic to slow and methodical 
• There's a sense of loss just before saying goodbye to a team and goal you care about

Transition planning is important for success. As someone once advised me, "people only remember beginnings and endings; everything else is grey". Unless something has gone very wrong in the middle, the beginning and end define the perceived success of an initiative. 

Not everyone follows this advice. I have observed leaders who have quickly exited a project, motivated by the prospects of a new role. Invariably, this impacts people's views on the level of success and how the project was managed. 

So here are 10 ways to end a project well:

• Ensure everything has a new home—tasks without an owner won't get done
• Create a list of future actions that will increase the project's success—what would you do if you were still on the project?
• Offer your availability for quick calls or emails to give advice or answer questions—it only takes a few minutes to share your knowledge and add value
• Document lessons learned—what worked well and what didn't, what insights did you gain from the project, what will you do differently next time?
• Create an archive of the project—include business case, outcomes, plan, implementation modifications, results and key documents
• Say goodbye to your team members—sharing your appreciation of them and their support is a must
• Say thank you to the leader who brought you onto the assignment—showing appreciation for the opportunity is also a must.
• Delete any future assignment meetings on your calendar—if not, you will continue to be mentally engaged
• Take a moment to celebrate the successes you contributed to—it helps reinforce your learning and acknowledge your hard work
• Plan to do something completely different the week after you exit—a vacation, different project work or personal or business commitments break your routine and focus your thoughts on other things

How you end a project has significant impact on its and your success. Doing so with the same commitment and rigour as you had at the beginning (and middle) phases ensures that you will transition well. It also prepares you for a new beginning.

Phil

When a Step Back is the Way Forward

Organizations going through big changes often fall prey to their original change plan because following it suggests that leaders and their project teams have everything worked out. The longer the team stays on track, the greater the confidence that it is the right plan. Conversely, adjusting the plan can make it look flawed and raises doubts about the path forward.

In an environment where changes are seen as mistakes, people focus their efforts on delivering the plan versus testing it to make sure it will still deliver results. This behaviour is reinforced when rewards are tied to plan completion instead of what it delivers.

This is not how change initiatives work; the plan often needs to be modified as new information becomes known. Making real-time adjustments can mitigate risks and focus resources where they will have the greatest impact. 


You need to take a step back when new information becomes known to see if it has any bearing on the change plan. I do this by asking these questions:

1) Why is it important?
This helps me differentiate between important and urgent information. Sometimes things can seem important based on how it is delivered. If it is important, what are the implications of this data? How does it impact the plan, if at all?

2) What do I need to know?
New information requires investigation, which usually creates additional information needs. Asking this question helps me determine what I already know and what I need to source. It also demonstrates to stakeholders that action is being taken. 

3) What experiences can I learn from?
Similar circumstances have most likely occurred in this organization. This question often leads to hypotheses or options to consider. Similar experiences also help identify risks associated with different courses of action.

4) What works and doesn't work?

In any organization, culture and current business realities influence what leaders and their teams will support or reject. For example, a very hierarchical organization will most likely reject a course of action that requires employee empowerment and decision making. Looking at options through these filters help identify changes that will be effective.

It is easy for your plan to become the goal versus the result it is intended to deliver. Taking a step back to ask a few questions will help define the best path forward, even if it is different from the original one.

Phil