Top 20+ change management mistakes to avoid

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  • 7/31/2019 Top 20+ change management mistakes to avoid

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    Top 20+ change management

    mistake to avoid

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    Mistake - #1 - Starting too late

    Pressure to act quickly undermines values and culture

    Leaders take drastic steps quickly with no time to explorealternatives

    Values about participation, involvement, or concern forpeople disappear

    Cynicism grows

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    Mistake - #2 - No winning strategy

    The best change program in theworld wont do any good if yourorganisation doesnt have a strategy

    for getting where it wants to go

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    http://www.torbenrick.eu/http://www.torbenrick.eu/
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    Mistake - #3 - Fanfare All too often organizations announce big

    changes and new programs with big eventsand fanfare, but then very little actuallyhappens

    The initial energy and enthusiasm fades,specific changes are never identified letalone implemented, results arent realized,

    managers dont adjust, or maybe somethingeven better comes along leading to a newlaunch with new fanfare

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    http://www.torbenrick.eu/http://www.torbenrick.eu/
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    Mistake - #4 - Employees hear it from the media first Journalists dig for information, and

    items can run in the media beforeemployees hear about them

    Middle managers look dumb anduninformed

    Employees feel insulted and leftout

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    Mistake - #5 - Failure to make a compellingand urgent case for change

    Failure to create a strong sense of urgency causes a changemovement to lose momentum before it gets a chance tostart

    Establishing a true sense of urgency without creating anemergency is the first objective achieved to overcome theroutine of daily business

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    http://www.torbenrick.eu/blog/change-management/change-management-need-a-sense-of-urgency/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/change-management-need-a-sense-of-urgency/
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    Mistake - #6 - Only focusing on the rational elements Organizational change will be extremely difficult in most

    cases if managers rely only on making a case to the rational,analytical, problem-solving side of the brain

    Instead, they must also make an emotional case for changeand align the rational and emotional elements of the appeal

    Before you can get buy-in, people need to feel the problem

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    Mistake - #7 - Not dealing proactively with resistance Managing resistance to change is challenging and its not

    possible to be aware of all sources of resistance to change

    Expecting that there will be resistance to change and beingprepared to manage it is a proactive step

    Its far better to anticipate objections than to spend yourtime putting out fires, and knowing how to overcome

    resistance to change is a vital part of any changemanagement plan

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    http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/
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    Mistake - #7 - Not dealing proactively with resistance

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    http://www.torbenrick.eu/http://www.torbenrick.eu/blog/wp-content/uploads/2012/05/Reactions-to-change.pnghttp://www.torbenrick.eu/
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    Mistake - #8 - everyones reaction will beeven remotely like yours

    One of the biggest mistakes you can make in initiating majorcompany changes is to expect that everyones reaction willbe even remotely like yours.

    Regardless of the catalyst for the change, it will be youremployees who determine whether it successfully achievesits desired outcome.

    Organizations dont change . People door they dont.

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    http://www.torbenrick.eu/blog/change-management/organizations-dont-change/http://www.torbenrick.eu/blog/change-management/organizations-dont-change/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/organizations-dont-change/http://www.torbenrick.eu/blog/change-management/organizations-dont-change/
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    Mistake - #9 - Lack of communication Change management communications need to be

    targeted to each segment of the workforce, and delivered ina two-way fashion that allows people to make sense of thechange subjectively

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    http://www.torbenrick.eu/blog/change-management/communication-is-paramount-when-it-comes-to-change-management/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/communication-is-paramount-when-it-comes-to-change-management/
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    Mistake - #10 - Not enough leadership

    To many leaders focus too much on management and toolittle on leadership

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    Mistake - #11 - Ignoring current corporate culture All change in organisations is

    challenging, but perhaps themost daunting is changingculture

    When people in an organizationrealize and recognize that theircurrent organisational cultureneeds to transform to supportthe organisations success andprogress, change can occur.

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    http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/http://www.torbenrick.eu/blog/performance-management/organisational-alignment-is-the-glue/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/performance-management/organisational-alignment-is-the-glue/http://www.torbenrick.eu/blog/performance-management/organisational-alignment-is-the-glue/http://www.torbenrick.eu/blog/performance-management/organisational-alignment-is-the-glue/http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/http://www.torbenrick.eu/blog/change-management/culture-an-important-part-of-change-management/
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    Mistake - #11 - Ignoring current corporate cultureDo not under-estimate the statusquo culture

    What are the values of thecurrent culture and will theyneed to change to ensuresuccess?

    Culture eats strategy for breakfast,lunch and dinner

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    http://www.torbenrick.eu/blog/culture/slideshare-presentation-managing-organisational-culture/http://www.torbenrick.eu/blog/culture/slideshare-presentation-managing-organisational-culture/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/culture/slideshare-presentation-managing-organisational-culture/http://www.torbenrick.eu/blog/culture/slideshare-presentation-managing-organisational-culture/
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    Mistake - #12- Failure to understand and shapethe informal organization

    Organizations usually have networks and coalitions ofpeople that are not visible on the formal organization chart.These networks and coalitions help shape opinion

    They can either accelerate or retard change. Ignoring orcircumventing these groups can result in actual resistance

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    Mistake - #13 - Not involving the employees

    Leaders must actively involve the people most affectedby the change in its implementation

    This will help ensure employees at all levels of theorganization embrace the proposed changes

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    http://www.torbenrick.eu/blog/change-management/successful-change-management-involve-the-people/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/change-management/successful-change-management-involve-the-people/
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    Mistake - #14 - Over-reliance on structure andsystems to change behavior

    Structural and systems changes help create a new contextand orientation. And they have the surface appeal of beingvisible and fast

    But people do not become different just because you putthem in a new context

    Structures and systems, by themselves, dont changepeoples behavior or give them new skills

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    Mistake - #15 - Failure to distinguish betweendecision-driven and behavior dependent change

    Getting people to change their behavior requires a differentmindset and a different set of leadership skills than makingdecisions about strategy

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    Mistake - #16 - Lack of skills and resources Change does not happen through goals and exhortation

    alone. Like any business operation, It also calls for the rightskills and resources

    Organizations often simply fail to commit the necessarytime, people, and resources to making change work

    Paradoxically, successful behavior change often demands

    the very skills the change Is trying to create

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    Mistake - #17 - Focusing only on the long term Large-scale organizational change is a long process

    Break down your vision into smaller short-term goals, andcommunicate short-term successes at each opportunity

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    http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/
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    Mistake - #18 - Failing to plan small successivesuccesses

    An important part of sticking to the vision is to createopportunities to achieve smaller goals along the way

    These small successes will not only work directly towardachieving the desired change, but will create positivefeelings of accomplishment and the drive to pursue the nextgoal

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    http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/http://www.torbenrick.eu/http://www.torbenrick.eu/http://www.torbenrick.eu/blog/business-improvement/change-management-and-the-power-of-small-wins/
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    Mistake - #19 - Using the wrong indicatorsto measure progress

    When a major change effort gets under way, executivesoften are scared off by the symptoms of their success

    Dont panic if you see problems vis--vis morale, job stress,loyalty, the trust level or job satisfaction

    It could be proof that youre doing precisely the right things

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    Mistake - #20 - Assuming that change is completeonce initial goals are achieved

    If you declare victory too soon, the focus will be taken awayfrom your efforts, and all traces of your hard work couldsoon disappear

    Successful companies consistently re-evaluate their changeefforts to determine where other areas can be improved,such as employee development and retention, new projectsand new systems and structures

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    Mistake - #21 - Excessively open-ended process Achieving fundamental change in an organization is at least

    a 2 to 3 year process

    But organizations often run out of energy or lose focus after9 to 15 months

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    Good luck Torben Rick

    http://www.torbenrick.eu

    Blog

    http://www.torbenrick.eu/blog/

    http://www.torbenrick.eu/http://www.torbenrick.eu/blog/http://www.torbenrick.eu/blog/http://www.torbenrick.eu/blog/http://www.torbenrick.eu/