• Not managing change, but creating it

    Change management is traditionally seen as a set of tools and approaches for dealing with resistance and overseeing the implementation of new processes or structures. But creating change is much more proactive, dynamic and generative. We see the development of an appetite for change and innovation within an organisation as a creative act – one that enables everyone to bring changes to life. We call this building of the conditions and environment that make change inevitable change leadership, or change creation.

    At the heart of our thinking is the eight elements of change model. This highlights the crucial areas that every leader needs to focus on in order to ensure that changes are delivered, and don’t drift into a cul-de-sac of never-implemented initiatives. The eight elements combine to create clarity, consensus, appetite, ownership, confidence, practicality and momentum. Following the steps enables change to be embedded and benefits to be realised.

    Creating change is often like tending a garden – it takes time and care. But there are practical principles we’ve embedded in everything we do to enable change to flourish.

    Clarity is a crucial, early priority that takes time and attention. Once we are crystal clear about where we are going, how to get there starts to emerge by itself.

    Building an appetite for change really is a fundamental step. Once everyone is change hungry across the organisation, half the work is done.

    Change is done by people, not to people. Building involvement early on develops ownership, momentum and quality.

  • Change is done BY people, not TO people

    When we start thinking about creating change, the conversation is invariably about how people need to change the way they work, think and behave… and most times the conversation assumes that we’re going to help to change them…

    But when we think about change management, we think about creating an opportunity for everyone to explore, decide and develop how they need to change themselves… rather than hear how someone else thinks they ought to change.

    All the changes we imagine happening in an organisation (save the ones that we personally deliver) are already owned by someone and their understanding, appetite and engagement is what we need in order for them to go about changing.

    So we see change management as a social process, of enabling people to see the changes that they can make… which cumulatively will add up to an organisational change… rather than a project process where people are told what they need to do and forced to do it…

    No one can make us learn a new skill, build a new strength or feel a different way, and while leaders can inspire people to want to change, the change is still the individuals to deliver and realise. Involvement is at the heart of the way we create change, so that change is done by people, not to them.

  • It’s not the trees waving that causes the wind to blow

    It’s not the trees waving that causes the wind to blow… and it’s really important to know the difference… what has a causal effect on which…

    I often notice that people focus on behaviour when they might spend more time thinking about conditions, culture and support. When staff in a theatre aren’t always that welcoming to patrons, could it really be that they don’t know how to smile? Perhaps it’s more likely that they are frustrated and uncomfortable about some things that are happening in their environment that are more present to them that the ticket buyer in front of them.

    It’s important to know what is a result of our actions and what is a cause of them… and as leaders whether we are a tree that is being blown out of shape, or the wind that is creating the deformity.