Address the human side of change systematically: Anytransformation of significance will create people issues. New leaderswill be asked to step up, jobs will be changed, new skills and capabilitiesmust be developed, and people will be uncertain and will resist.
Dealingwith these issues on a reactive, case-by-case basis puts speed, morale,and results at risk. A disciplined approach to change management mustbe one of the four pillars of any transformation approach (see Exhibit 1,next page). This fact-based approach demands as much data collectionand analysis, planning, and implementation discipline as a redesign ofstrategy, systems, or processes. It should be fully integrated intoprogram design and decision-making, both informing and enablingstrategic direction.
It should be based on a realistic assessment of theorganization’s history, readiness, and capacity to change. And it shouldlink multiple change initiatives together. A formal approach formanaging change — beginning with the leadership team and thenengaging key stakeholders and leaders — should be developed early butadapted often as change moves through the organization.
2) Change starts at the top and begins on day one: Change isinherently unsettling for people at all levels of an organization, andwhen it is on the horizon all eyes will turn to the CEO and theleadership team for strength, support, and direction. The leadershipmust change first to challenge and motivate the rest of the institution,speaking with one voice and “walking the talk” to model desiredbehavior. At the same time, individual executive team members aregoing through their own personal changes and need to be supported sothat they can be in agreement with their executive team members.Executive teams that work well together, that are aligned andcommitted to the direction of change, that understand the culture andbehaviors it intends to introduce, and that can model those changesthemselves are best positioned for success.