how to deliver organisational strategic Change
They say change is continuous. Most say it’s exhausting. And surveys suggest that the majority of staff say it is badly managed and just for changes sake.
The sentiment described above are all symptoms of a common cause: lack of identifiable reasoanable purpose.
The starting point for delivering organisational strategic change has to be a coherent vision, mission and outcome. By creating an aspiration, a reason and describing what it will feel like in the future it is more likely that support, drive and momentum for successful change will be achieved.
The Vision
Setting a horizon, a sunny lit upland or an aspiration gives everybody in the organisation a clear direction of travel, but not boundaries or restrictions. It gives a licence to imagine, to be inspired and to innovate.
The Mission
The mission describes the reason the organisation does what it does…and that’s not making money (that’s a result). We want to describe the passion that get’s people out of bed in the morning – a common and collective purpose.
The Outcome - what it feels like
Providing some details on what the outcome feels like gives the team a sense of scale and expectation. It provides a mental framing of the direction we will need them to take and will cause healthy debate and challenge.
TIPS
How to deliver organisational strategic change
Vision
Paint a compelling picture.
Mission
Remind the organisation of its core purpose.
Outcome
What does good look like in indicative figures and measures.
Design How
Let your team develop the "how" through active leadership
Create Drive
Ensure everybody has a role and had a genuine opportunity to contribute to their activity.
Challenge
Be prepared to make adjustments to allow people to design delivery methods that they have to own
Action Time
How Coaching Helps Deliver Strategic Organisational Change
Coaching provides a good neutral sounding board to test ideas and receive appropriate challenge. A good coach will be able to test every part of the Change process from the rationale to the desired outcome and everything in between.
You may want to work with a coach that has devliered strategic change and can identify common sense areas of success and failure to provide the correct tests.
Coaching is always confidential and therefore change leaders have an opportunity have conversations that may not be available elsewhere in their organisation or network.
It will not be change consultancy, your coach will not give you the answers, they will not tell you that you are wrong or right. But, they will test you.
You already know what you don’t know, you just don’t know it (yet!).
