Workforce Performance Solutions - May 2006 - (Page 14)

WP0506_A.qxd 4/27/06 11:41 AM Page 14 change management et Real: Plan for the True Magnitude of Change Linda Ackerman Anderson & Dean Anderson How often have you seen leaders these changes and map how they ness and capacity you will need for announce a major change effort interact with each other. the change to succeed. without having thought through what 3. Perform initial impact analysis Remember, specific people will was really required to get it done? on these initiatives. This is the need to oversee each of the impact People struggle with such a change heart of the get real strategy. An areas. Additional people will be because without knowing its true initial impact analysis is a quick and involved in cross-functional meet- scope, they cannot effectively fit it simple check the box exercise. It ings, studies, design sessions, deci- into their already-burdened work- identifies the organizational-techni- sion-making and the like. This is all loads. Employees can end up feel- cal and human-cultural areas of time required away from employ- ing jerked around because the your current operation that will be ees' normal operational responsibil- leaders back-peddle and try to stop affected by your change effort. This ities and will influence capacity. or modify the change once they reveals the magnitude of work Once you have mapped how you are grasp its true requirements. required to achieve desired out- going to engage your stakeholders in Changes kicked off like this seldom comes. Impact succeed, and more often than not, areas might include they damage morale. things such as gov- Identifying impact areas It doesn't have to be this way. Executives can take a few disci- opens leaders' eyes about the true plined steps at the onset of change to ensure that they understand and scope of change they are initiating. commit to the full magnitude of what they're asking of the organization. They can identify up front what the change will touch, who will be impacted, and what resources human and capital will be required each of your impact areas, you can ernance, union relations, job design, to get it done quickly and efficiently. more easily assess whether you skills, teamwork, norms and This requires leaders to get real have the capacity to succeed. resources. about their change efforts. By doing 5. Re-scope your outcomes with this upfront work, leaders set both Identifying impact areas opens renewed commitment. Depending the change and the organization up leaders' eyes about the true scope on the level of readiness and capac- for success. Here are five steps to of change they are initiating. Why? ity to succeed, your leaders might getting real about change. Because each item will require peo- need to re-scope the change out- ple, planning, action, resources and 1. Confirm the desired outcomes comes. This is smarter than simply oversight. and vision. Create a compelling yet naming a change and blindly assum- realistic picture of what results you This is strategic work and often ing that the organization can actually intend the change to produce. reveals show-stoppers and levels handle it. Include how the organization will of complexity that cause the lead- Whether it proceeds as scoped or operate when it has successfully ers to rethink the change's out- gets stopped or modified, you can achieved your outcomes. Be as comes, or more likely, its resource rest assured that your leaders will May 2006 specific as possible, realizing that base and pacing. be far more committed to the initially, your outcomes might be 4. Assess your organization's change having done this due dili- very general. readiness and capacity. Readiness gence to identify its real impacts. 2. Identify what specific initiatives is a factor of change history, morale Plus, your people will understand WORKFORCE will achieve results. Identify the and trust in leadership. It sets the the change better, and your current various areas where change will be emotional stage for whether people operations will suffer less negative required, such as changes to struc- will positively engage in change. impact because your leaders will ture, services, products, business Capacity is a product of workload, make more intelligent decisions performance SOLUTIONS processes, IT, management sys- skills, resources and time. regarding pacing and resource allo- tems, behavior or culture. Overtly cation. Help your leaders get real With a more accurate assessment name the initiatives that will drive about the magnitude of your of the magnitude of your impacts, change. You owe it to your people you can identify what level of readi- G and organization. Linda Ackerman Anderson and Dean Anderson are transformational coaches, consultants and trainers who help senior leaders maximize ROI from change. Linda and Dean co-authored Beyond Change Management and The Change Leader's Roadmap. They can be reached at anderson@wpsmag.com. 14 

Table of Contents for the Digital Edition of Workforce Performance Solutions - May 2006

Editor's Letter
Table of Contents
Techniques
Change Management
Human Performance
ViewPoint
Management
Insight
Engagement
Application
Strategic Alignment
Dashboard
Solutions
Processes
Advertiser's Index
Editorial Resources
Full Potential

Workforce Performance Solutions - May 2006

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