Don Harrison, the developer of the AIM Change Management Methodology, has spent his 40+ year career working with global organizations on how to implement complex change. He specializes in delivering tough messages to senior executives on their role as Sponsors. Not an easy task!
You’ve heard it time and time again: Project Sponsorship is the most critical success factor in ensuring a fast and successful implementation of any type of business change. But Sponsorship is not just one executive leader who signs the check and authorizes the launch of an initiative. It’s also not a steering committee of key leaders tasked with making strategic decisions along the way.
If you are a Next Generation Change Agent, you know what your #1 priority is. It’s not about spending precious time filling out templates and checklists. It’s not about a useless effort trying to eliminate (instead of manage) resistance. And it’s not about communication messages that try to convince Targets that this change will be good for them. For a Next Generation Change Agent, that’s missing the boat!
Forbes Magazine recently published an online article, “15 Change Management Mistakes You're Probably Making” written by the Forbes Coaches Council. The article lists their take on the most common mistakes made by leaders and their insights on how to avoid them.
Have you ever been in a meeting, talking about change management with an important Sponsor, and slowly watch his or her eyes glaze over? Or how about, when you are telling your Sponsor all about the Reinforcement Strategy, Resistance Management and Key Role Map you’ve put together and they suddenly appear antsy and announce they need to move on to their next meeting. Frustrating, right!?
One of the key principles of Next Generation Change Management is to look up the power structure in your organization before you look down, especially in the beginning of a project. What we mean by this is as a Change Agent, you need to spend more time working with your Sponsors (to ensure they are Expressing, Modeling and Reinforcing the change) than trying to convince the targets (those people who will be affected by the change) about the logic and rationale behind it.
Transformational change is excruciatingly complex. These big changes can’t be done incrementally, and can’t be made totally safe. Once you make the leap, you can’t change your mind and go back to the old ways of doing things if it’s not going well! People, processes and technology will all be impacted. Simply put, your organization will be doing different things in completely different ways.
One of the most significant questions organizations face in implementing a change is how many resources will we need to implement? And following this, where will we need them? The Who’s Who of a change implementation can be complicated. Who are the Sponsors and who are the Targets? Are the Sponsors Authorizing Sponsors or Reinforcing Sponsors? Are they all located in one department or are they scattered throughout the organization?
Have you ever walked away from a discussion with a Sponsor feeling like you didn’t get exactly what you had hoped for? Have you had a Sponsor gladly offer “support” but then that very same Sponsor is unwilling to commit personal time for the project when it’s really needed? It’s a common Change Agent challenge!