Our Blog: "The LAST Word on Change"

"Predictable" Change Management Success?

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I tend to stray from titles that sound like a panacea (except in my own case, of course, with  The LAST Word on Change_TM).  This blog post http://bit.ly/aEbw9I includes a review of a new book called “Predictable Success.”  Sounds like another unreasonable promise.  On the other hand, leaders who have successfully realigned systems in organizations see the intuitive pull in this title—“of course, you can make success predictable (if you have the right systems in place and the organizational alignment to execute)!” 

Similarly obvious is the fact that we, as change leaders, have endless opportunity because even the best of systems or alignment strategies are implemented in complex, imperfect environments.

Take a look at this preview, AS WELL AS MY COMMENTS AT THE END OF THE POST.  So often, “the truth” (or achievement and optimization) lie in simplicity rather than complexity and nuance.  Regardless of how you might change McKeown’s model (swapping out your favorite organization levers for his), begin the path to transformation and change by completing a simple “audit” like the one I suggest in the Comments:  Review the allocation of time by your managers today…If they are spending less than 50% of their time on the things that drive strategic execution or enable performance of your emerging strategy and business model, you must start the alignment process by ensuring that (a) you know what leaders must DO in the new environment to enable desired performance; and (b) redefine the goals, roles, and measures of success for these leaders—not by replacing them or by putting all through a workshop, but by reworking the infrastructure and culture so that this new form of leadership is the ONLY leadership that is acceptable.

In my speaking and executive coaching, much time is spent helping change leaders understand that “implementing” a change and expecting new behavior is folly.  You have to do the heavy work of realignment.  In addition, a critical part of this realignment must include eliminating the competing and “old” practice to achieve optimization (be mindful that not a single dollar of value is realized through implementation—only the act of adoption does that, and THIS (adoption) is what needs to be optimized for transformation and change success).

The best tip I ever got for making strategic shifts was to invest equally heavily in “Endings Management” (i.e., being equally clear about what we must STOP DOING—no matter how uncomfortable that is, in order to successfully optimize success and achieve this new strategy).

See more on the power of simplification during change by previewing our own upcoming book release, The LAST Word on Change_TM.

http://www.lastwordonchange.com/our-new-book-on-change-management/