Thinking of making a change in your organization? Think about what it would be like to change the world everyday by focusing on saving lives and alleviating suffering. Talking about high stakes for getting change done right, come join us in our change journey….
Our Change Story
Our team was a part of the change initiative with Bring Hope, a non-governmental non-profit global organization. This post is the final of the three posts dedicated to implementing the change initiatives at Bring Hope.
Transformation at every level describes the change Bring Hope was making. It was focused on moving from a successful small organization to becoming a global force where “Everyone can Bring Hope.” Our role was to support the internal people systems to ensure Bring Hope was able to attract and retain the talent needed to live their inspiring vision.
Our Approach
The change experts on our team zeroed on the Kurt Lewin’s Model for change. The main areas of focus included: Hiring, Onboarding, Job Descriptions, Career Development and Performance Development. For each area we closely partnered with the Bring Hope team to ensure alignment with their business vision.
As with any change there were surprises along the way, and we came face to face with some powerful myths which threatened our ability to keep our eye on the ball. As you read the below, we ask you to consider whether you have faced these same myths?
The Myths
Myth 1: Change always begins at the top
Team members often know what needs to be changed before the leaders do. It is always helpful to have leader support. However, it is not the only way to get things started. This is critical in the “Unfreeze” stage. Sometimes change may take more a grass roots effort – so how do teams get their change requests and vision heard?
Myth 2: Only leadership communicates the change
Change begins when team members are able to use their own language to reflect the vision, especially in the Unfreeze stage. At Bring Hope the founder had a vision–he had a story. When the leader can tell a story which then builds a common experience or understanding within the team, the leader to step back and let the team fill in.
- Use storytelling, make it personal to connect with the team
- The words and emotions are important – describe your vision in vivid terms.
- Magnify voices, like choir magnifies a song.
Myth 3: Solutions are enough for the change to sustain
Processes are created and solutions are shared. So, what’s next?? How people are feeling during the Change stage?
- The feeling or “effect” measurement is often missed in a change plan. It is arguably the most important element if change is really going to “stick”.
- Measure effect early and often, listen intently to the feedback, and quickly address when and where you can.
- Be upfront when something cannot be changed and why.
- Seek out additional ideas or solutions.
Myth 4: Change will happen (on it’ s own)
Inertia is the enemy of change. It is far easier to keep doing what you are doing, vs changing it up. This is especially true in the Change stage.
- Share the benefits we are seeing or will see.
- Acknowledge the effort change takes and thank people for the sustained effort.
- Continue to recognize small wins and the progress you are seeing.
- Measure progress by comparing the results against target.
Myth 5: All we need are some new tools
When we finally get to the Refreeze stage, we often think our work is done. We look back knowing we built strong processes and tools, learned from our pilots or tests, listened to the end users, and now people just need to continue to do it. This is the hardest part of the lift.
- A true habit change requires persistence.
- Tools are great, but remember humans are emotional and they ultimately need to actually use the tools and processes.
- Consider a variety of ways to ensure this change is top of mind as you move toward into “business as usual.”
- Review processes and continuously improve
- Consider and continually measure how you want people to behave now that the change is “permanent.”
Change is a process. It involves the full organization, and accounts for the impact to its processes, people, systems, and overall culture. If followed well, it enables the shift needed to achieve strategic outcomes. The world is constantly evolving and so must all of our businesses and teams. The ability to bring an intentional change strategy to life significantly increases the likelihood the desired outcomes, which can successfully be embedded within the culture and practices of the organization.
You now have available some easy to use Change resources. Remember, keep it simple, and don’t overcomplicate so that you and your team can realize the change you are aiming for.