Change Readiness

Help your people change the way they think, feel and act and watch your change succeed

Programmes to improve corporate performance are becoming increasingly common. Yet they are notoriously difficult to carry out. Success depends on persuading hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be persuaded to think differently about their jobs.

Resilient change is not just endorsed from the top-down.

Resilient change ensures your people believe in its overall purpose, they will be happy to change their individual behaviour if it meets a purpose that they themselves contributed to and understand. Resilient change doesn’t just tell employees that they will have to do things differently it enables a story – what makes it worth undertaking and explains that story to all of the people involved in making change happen, so that their contributions make sense to them as individuals and incorporates the psychology of time. Resilient change is not something that is been done to them, suddenly it’s them owning the shift.

Reinforcing new behaviours

Resilient change defines a new set of behaviours that are reinforced by the employees. Reporting structures, management and operational processes, and measurement procedures are consistent with the behaviour that people have embraced. Structures and processes that initially reinforce or condition the new behaviour do not guarantee that it will endure often preventing organizations from sustaining higher performance. Resilient change is supported by changes that complement changing mind-sets.

Employees must have the skills to do what is required

Resilient change is not forced on the individuals rather they are given the skills to behave differently to change. People don’t become more organised by buying a filing cabinet just like we don’t become healthier by joining a gym. Once people recognise habits and behaviours that are no longer working for them they need to take action to change. That requires a skill based rather than theory or rhetoric. New behaviours and habits are developed that reduce stress and increase performance. Habits and attitudes that prevent real engagement with change and the organizational outcomes become obsolete.

They must see people they respect modelling it

Resilient change is not just endorsed from the top-down but it is modelled by them. Everyone is equipped with the skills and tools to endorse and deliver the change and bring people with them. In resilient change the skills become non-negotiable and create a cultural vision for your organisation as well as driving the change programme. Resilient change is one in which the desired behaviours are consistently demonstrated throughout the organization, it isn’t enough to ensure that people at the top are in line with the new ways of working; role models at every level must “walk the talk.”

Change that sticks

Resilient change suddenly has a language, terminology and a skills set which creates consistency.  Typically in high threat /change people revert to type, often going back to behaviours that erode and obstruct change.  Skills and language enable individuals and teams to self regulate, check their thinking and behaviour to maintain focus and perspective – even under high pressure. Rather than the organisation having to act as a parent, people regulate themselves and each other. It’s just part of the culture. Your culture.