Operating
companies contemplating or undergoing change face three important challenges:
1. Getting buy-in from all the constituencies, especially the internal staff
2. Communicating the nature of the changes to all of their constituencies
3. Defining the rate of change the organization can absorb in a given time frame
To address these challenges, here are the 10 key do's and don'ts to keep in mind when you're changing.
1. Don’t Panic.
Change is often a reactive process, being prompted by events that management perceives as either a major threat or opportunity. It is important to understand the options and risks before changing course.
2. Do Get The Facts Ma’am.
Ongoing research about competition, market changes, and internal strengths and weaknesses are critical to creating options and understanding the nature of changes that make sense. Data can come from trade associations, industry research, surveys, and yes, even opinions.
3. Don’t Think Of Change As An Event.
Change is an ongoing process, not an event. Think of it as a process of growth. Most companies actually wait too long to change and make it harder on themselves. By doing it continuously rather than in spurts, it’s less disruptive and a lot more fun.
4. Do Create A Manifesto.
A new position or vision needs to be condensed into a simple statement or concise list of principles, so people can read, think about and understand it. This statement should first be distributed and discussed internally, but can be part of a broader awareness program once internal buy-in is achieved. Although a slogan isn't necessary, it helps. "We try harder" is a good example.
5. Don’t Destroy Without A Rebuilding Plan.
Change needs to be about building a better future together. It is easy to get caught up with the problems of the past, and the obstacles, rather than the solutions and future vision. Look ahead, not back.
6. Do Mentor Behavior.
A vision is most easily diluted when leaders' actions don't match their words. Conversely, a new vision is confirmed and most credibly communicated through demonstration and example. Each aspect of your new vision should have a related behavior that demonstrates the change, and should be practiced. Details matter. A new way to answer the phone is a good start.
7. Don’t Bite Off Too Much.
It’s important that you chew and digest new inputs. Taking on too much just slows the process and creates corporate indigestion. You’ll eventually be able to integrate all the changes, but one bite at a time.
8. Do Create Buzz Before Bang.
Communication of changes should begin with missionary "leaking" of the message and principles through channels of influence. Although the sequence may vary, these influential channels should include key suppliers, the media, and/or decision makers who are clients or distributors. Key constituencies should not hear of a new vision at the same time as the general public. Key constituencies need to be prepared and feel included in the new vision. This communication can be through internal memo, press release, e-mail or whisper.
9. Don’t Go Back.
Because change means doing new things, you’re bound to have some setbacks early in the process. You’ll get discouraged. You’ll have second thoughts. Have them. Just don’t go back.
10. Do Have A Kick-Off.
Beginnings matter. An "official" changeover schedule with a specific starting date should be determined and communicated so people can understand how the changes will be implemented and will affect their lives. Of course, if changes really do begin to happen continuously, every day can be a new beginning.
101/2. Don’t Delay.
If it’s not broken, then DO break it. Just a little to get change started.
*Note: These recommendations are for operating companies, and do not apply to start-ups. Start-ups are an entirely different bag.
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