The constant need for improvement calls for constant change and refinement in process, technology and people. Though change gives us a new perspective and sets a new normal, businesses often struggle with implementing change in a way that sets them up for success.
A couple of months back, I attended a summit on change management where leaders and change management practitioners came together to discuss a variety of concepts. It got me thinking about the myths surrounding change management and how unfortunate it is when those myths stand in the way of change management becoming an integral part of changes in process, technology and people. Let’s look at three common change management myths.
Myth 1: Leaders are the role models for accepting change.
Reality: Change starts at the top but happens at the bottom.
Most leaders believe in Mahatma Gandhi’s ideology, “Be the change you want to see in the world.” They commit themselves to practice the desired behaviors. While it is important for leaders to model change, that’s not enough. Change champions are required at every level in an organization, and ultimately, every employee becomes a stakeholder in the change when they are educated about the purpose of the change and understand their role in it.
Myth 2: Communication is all that’s needed for changes to take effect.
Reality: It is essential, but it cannot win the war alone.
A communication plan should outline what messages need to be communicated, the media that would be most effective in reaching the target audience, and the timing of the various communications. While sticking with a well-constructed communication plan does help maintain alignment with the purpose of the change and ensures the key messages reach all corners of the organization, there’s more to change management than communication.
Myth 3: There’s a lot of talk about change management, but it’s really just a nice-to-have.
Reality: Effective change management drives positive business outcomes.
Change management has significant business implications, like better business returns and lower attrition. It can help a business improve results by sufficiently preparing and equipping people so they can change how they do their jobs – more efficiently, for example.
To achieve sustainable change, it’s critical to start by removing any misconceptions about what change management is (and is not).
At Bristlecone, we draw the best outline to integrate the changes with the help of our proprietary change management framework, which is inspired by ADKAR’s principles. We believe in engaging users early in the change process to effectively manage the resistance and accelerate the adoption. We speak in numbers, measure success with facts and figures, not gut reactions, and help our clients accomplish the goals they set out to achieve.
MANISHA VASHISTH
Consultant, Change Management
Bristlecone
