It's a truism that organizational change has become a way of life. But successfully navigating this type of process is still, in many situations, almost a fluke.
The most important things a leader can bring to an organization undergoing change are passion, conviction, and trust in their people. However, too often we see managers gather the team, announce a plan, and then simply sit back and wait for people to find the answers, instead of clarifying the desired outcomes and supporting their people in the process.
That's why, as consultants and facilitators of change processes at different levels, we aim to show managers what we expect from them as we navigate this change, which is only the prologue to what will surely follow.
And what do we expect?
- We expect managers to believe and demonstrate that people are the organization's most important asset, and to make it a reality beyond the slogan. It's often dissonant to maintain this narrative and then invest solely in technology.
- We expect managers to focus and collaborate, keeping a clear vision of the direction the process is heading toward. And to maintain that direction despite the resistance and obstacles that will naturally arise along the way. The worst thing you can do for the company is to backtrack.
- We expect managers to communicate and engage with different stakeholders—employees, customers, suppliers, shareholders, and the community—not only to convey the message of change but also to listen to what others have to say.
- We expect managers to practice decentralized leadership by providing individuals and groups with the skills, information, authority, and resources necessary to carry out their responsibilities (empowerment).
This will allow us to work and rely not only on "THE LEADER" but also on leaders scattered throughout the company. Because, as Ricardo Semler, President of SEMCO SA, says, the more decisions a general manager makes, the more ineffective his management becomes.
All of the above means that, in everyday practice,
We expect managers who :
- Provide encouragement by linking recognition to excellence, not voluntarism.
This recognition is often one of the most underutilized tools and is generally free. Change is a constant issue, and managers cannot afford to waste the talents, skills, and energy of those who can make change happen.
Today, the lack of a motivating environment is one of the causes of employee desertion in companies.
- Involve everyone by promoting values and exemplifying those values. As Gandhi said: "We (managers) must be the change we want to see in the world (the company)."
- Define directions and clarify desired outcomes even in simple, everyday behaviors.
- Drive change and keep the project moving forward. Take charge of making it happen.
Change isn't just a problem for HR. It's a responsibility of all management teams.
- Track and check indicators. If we don't measure them, we can't manage them.
- Develop people who are autonomous and capable of making decisions. This requires supporting, trusting, listening, and believing in others.
- Encourage training. Training that's necessary for the development of the company and individuals, not what's trendy or cheapest.
- Delegate and make decisions based on data (KPI: key performance indicators) and on the ground where the events occur (Gemba)
- Encourage systematic analysis of problems to find the root cause.
- Look at the big picture and focus on the essentials. Maintain focus. Learn to persevere and not abdicate your role. Everyone gets excited at first and is pleased with happy endings. It's the manager who must guide the way between the two.
- Help your team grow professionally by learning to be autonomous and interdependent.
We don't believe in superheroes. We do believe in people who are committed to processes and who, because they hold important organizational positions, have responsibilities to fulfill.
As facilitators, every time we begin a change process, we tell them: trust, share their doubts, their fears, their anger, but don't become obstacles to the process or absent figures who appear only for the closing party.
Organizational change is also personal change. And as managers, perhaps the only non-delegable responsibility is to lead and shape it. Because as Goethe said: "It is not enough to know, one must also apply. It is not enough to want, one must also do."
