Our previous blog, 5 Hints that You're Being Ignored, detailed 5 signs of ineffective listening. Over our consulting years and personal experience, we’ve learned to make the most of human interaction by listening more and talking less. This means that our team at Ignite follows these practices:
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Over the past two decades, change management programs have become increasingly common to improve corporate organizational performance. Yet, they are notably challenging to carry out. Success is built upon persuading thousands of team members across many levels and groups within an organization. Teams and individuals that make them up are required to move from their current states to their future states. Leaders must send the message to their employees that change is required to grow and succeed, which is not an easy task.
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While working with a client a few weeks ago, I was asked a question about organizational change that I knew the answer to, but didn’t quite know how to best explain. This question came up when our team was developing a training session for a new process set to rollout at the end of the month. My co-workers and I were strategizing on the best means of collecting pre-process comprehension data. Simply defined, before beginning a new process, the information that is gathered on how much the participants of the process currently understand. During our brainstorming, one of the stakeholders of the process posed the question: “Why do we need to waste time with pre-process comprehension? Can’t we just begin the training sessions?” I didn’t quite know how to respond to the question. I know that current state evaluation is imperative to successful change, but didn’t know the best way to explain this to him. So I decided to write the explanation out. Below is what I came up with.
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What happens when we listen more and speak less? What if we asked more questions before coming up with answers? How about using different questions for different challenges?
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Why is communication necessary during a change? Having communication with stakeholders, and end users allows you to help prepare for and deliver organizational change. Imagine your company is implementing a new system. One day, the system you were trained to use, is gone, and replaced with a newer technology. How long will it take you to adapt? Where can you go for help? Why was this change necessary? These are great questions that need to be answered and communicated properly in order for change projects to succeed.
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“Necessity is the mother of invention” and nowhere does this hold truer than in the world of technology startups. These startups are equipping businesses with tools that accelerate growth and increase productivity by allowing teams to focus on the 20% of the work that makes the difference (Pareto’s principle).
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We recently shared 8 best practices for delivering large projects successfully. We'd love to hear which items are most important for you to reduce the risk to your project. Of the eight actions we suggested, we find the following four to be the most critical in managing risk:
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Delivering large programs successfully requires a deeper understanding and careful management of the people and politics involved. Realizing and sustaining value depends on the collective actions of all team members who need to incorporate the change into their new way of working.
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