Emergent change happens when your organisation is changing direction, but there is no specific long term strategy to achieve this pivot (that would be planned change).
Perhaps the competitive landscape is shifting rapidly and you need to be able to adapt and transform your business dynamically to keep up (or ahead).
As a leader, how do you guide your employees through such unpredictable change?
How to feel.
Ensure that you’re approaching the challenge with the right mindset and expectations.
Behavioural change is almost never linear or easy to predict – instead it winds back and forth as you proceed and, seemingly regress, along the progress line. Remember that the regressions are part of the human psychological processing of change and, whilst you should keep a keen eye out for serious red flags, realise that these fluctuations are normal.
At the same time, stay alert to new information which might lead you to change or adjust direction of travel. As a leader, you always need to have your eye on the bigger picture.
How to think.
Lean on qualitative and quantitative data to notice and analyse patterns.
As a leader, data is your strongest ally. This comes in many forms, and it’s not all about analysing performance numbers – qualitative feedback from a coffee with an employee, or a conversation in the kitchen, is an important complement to your numerical data.
You want to be focussing on the systems and processes at work in your business and, particularly, noticing which ones enable and which ones destabilise the behavioural changes you want to drive. How are employees rewarded? What are their KPIs? Is the path to the new expected behaviours rough or smooth? Are your leaders incentivised by the same targets as your employees?
If you have made changes to a particular system, process or reward system/target, pay close attention to the outcome – does it makes things better or worse? During times of change it’s more crucial than ever that you understand your business operations. They have the power to either underpin or undermine the change you want to see.
How to act.
Unite your leadership team behind the changes you need to make, then speak unanimously and visibly about the results you want to see.
Companies don’t change until your leaders change.
I want to say that again. COMPANIES DON’T CHANGE UNTIL YOUR LEADERS CHANGE.
From personal experience, if you’re pursuing change (of any kind, but particularly cultural change) you need to start top down. The CEO and his direct leadership team need to be united and speak with one mind.
Take the time early on to sit down together and iron out any disagreements or air any concerns. It’s worth the investment if it truly brings everybody onto the same page. You’ll avoid a lot of derailing later down the line.
Once this team is as united as possible, all layers of leadership need to be engaged. A single rebellious leader will set back your progress, so you really need to be as thorough as possible and make the effort to convert any sceptics.
If good leaders do oppose you, consider their points. Perhaps they have good cause for concern.
Once you’re as united as possible, agree the changes you will practically make, and then leverage this community to feedback on progress.
Communicate frequently and visibly to the entire organisation about the changes you’re making, the vision for the future, and celebrate when key milestones or signs of success are achieved. Ensure your network of leaders are doing the same.
Emergent change is tough, and can sometimes feel rudderless.
Having a strong company purpose and values will keep employees engaged and united.
Being clear and upfront with them about the challenges which are driving the change will help them to accept and support it.
Comments