Tactics for Growing Change Management Capability | Tim Creasey Interview скачать в хорошем качестве

Tactics for Growing Change Management Capability | Tim Creasey Interview

How can you grow change management into a core capability for your organization? Whether you're introducing change management on your first project or embedding it in your organization's toolkit, insights from this month's Tim Talks can help you. Transcript: Susie: So Tim, when we're talking about building a change management capability across an organization, why is it important to approach that with structure and intent as a change in and of itself? Tim: Great question. Growing a capability in change management is fundamentally changing how we do change. I mean, this is a big change. We are talking about going from drop things on people's heads the day it's announced to being thoughtful, and being prepared, and equipping people, and customizing our message, and understanding their unique motivators. We're really talking about changing how change happens in the organization and I think that's that transformation that we're looking to encourage. Now, that doesn't happen by wishing and hoping. It takes thought to fundamentally change how we do change in the organization. And I think one of the traps we watched some clients fall into is they started doing good change management on a handful of projects and think that alone is enough for this thing to turn the corner and become an enterprise capability. And I watched clients, you know, make years of progress. They're doing good change management on handful projects and never had that seminal turning point of treating, growing the capability like a change. If we're not treating it like a change, we can't get the resources for it, get a charter for it, get a vision for it, to find a goal for it. Once we formalize it and start thinking about growing the capability and change management like a change, we start to apply the structure and intent we need to get this journey to move forward. And that's where I think we're seeing clients get the traction is the ones who are treating growing the capability with the structure, intent, and organized approach that it takes to transform how we do change. Susie: So what are the pieces or the elements of that structured process or that structured kind of way of building change capability? What does that entail? Tim: Yeah. Treating and growing change management capability like a change... I remember I was standing when I had this realization that we have done all this research and built all the stuff around growing capability, but we hadn't been treating it like a change. And I remember where I was setting when I kinda stepped back figuratively and said, "You know what? There's a current state of how change management happens today." That's, I mean, that's how change management is getting done today. There should be an articulation of what we want to achieve, painting the picture of this vision of what it would look like if being greater change is part of who we are. And once we get those, we need to figure out how to make the new all-new, how do we move from where we are and where we can get to. So when we talk about treating change management capability like change, it's where are we today, where do we want to get to, and how we're gonna make that journey. The sample size is an interesting thing and we've got to work with so many clients around the world who are working to grow the capability that we've been able to derive some of the patterns that we saw work and not work. So what I'm trying to go from where I am today to where I want to get to, we've identified sort of five levers to make that come to life in the ECM strategy map. I need the leadership action. That means leadership talking about why change management is important, leaders asking for change management reviews and updates. I need to apply change management on projects, I have to figure out how to get change management attached to initiatives. It might be a few early pilots and then move into something else. It might be division one, then division two, but I need to be thoughtful about getting attached to projects. I need to build the skills at leading change top to bottom throughout the organization. I need some structure around that sort of that organizational footprint, supports change managing in the organization, and I need to embed the people sort of change into existing processes in the organization, whether it's performance review processes, hiring, promotion processes, project funding processes, what processes exist already where I can bring adoption and usage, and the people started changing. So where am I today, how am I going...where do I wanna get to, and then what are the specific tactical levers I can pull across leadership, skill, structure, project, and process to increase maturity and increase change management capability. #prosci #timtalks #changemanagement