Let's daydream for a moment: how much easier would it be, if organisational change was simply a mandated, iron-fisted reign from the C-Suite ivory tower?
We really would save a lot of time and effort, if the organisational machine just self-arranged to our feared leaders instructions!
(And I would have a lot of free time, as I would subsequently be unemployed)
But that 'daydream' (nightmare?) is exactly that; successful change is, as previously outlined, a cascade of conversations, interactions, tangible support materials and relationships.
For leaders, this necessitates that they be engaged, considered and authentic. When framed in this way, it becomes plainly obvious why Apricot has it's DNA in Executive Coaching.
Our third Principle of Change is "Empower everyone to contribute appropriately", which spells out that the best change is done by setting up space for all those impacted, to wield their unique insights, skills, and experiences.
Hence the feature image of this article, because you are the conductor of the orchestra; you cannot play all the instruments yourself (aka: build all the inputs to change), so your role is about helping people keep in synchronisation and to "do their best solo work" when it's their time.
Save for a special power and responsibility around effective decision making (which is covered in a later Principle), your unique role in change is to practice the art of appropriate empowerment.
"Appropriate...? That's an odd word..."
Deliberately so, my friend. Let me elaborate.
Everyone is considered...but sometimes not everyone gets a say
Imagine this: You've got an incredibly passionate team member, raring to go, championing the change and supporting the team. Their energy is infectious...but let's be real, it's not always helpful.
Sometimes that person just isn't close enough to impacted business processes or they lack the technical expertise, to really contribute in a meaningful way. Or maybe, as blunt as it can be, they just aren't respected amongst their peers and colleagues; to the point where their 'brand' affects the change messaging.
Artful leadership will find a way to harness that enthusiasm and make them feel (somewhat) valued, but still 'read the room' around the true value that person is bringing to this particular change. And hence, our principle includes the 'appropriately' disclaimer.
In other change situations, the "empowered contribution" has clear boundaries. This can be for changes which are deliberately more directive, such as a key Work Health Safety and Environment change or a mandatory regularity compliance change.
Again, this is where we work with leaders to balance the art of "high humility yet fierce resolve" on 'must do' change, plus coach towards a bit more creativity in how people are engaged...even if the 'outcome' is appropriately predetermined.
Empowerment across organisational borders
The most effective role that leaders can play in empowering contributions, likely involves their colleagues; it is bringing different functions together to contribute to the change process and "Think One Team".
(Sounds like a catchy name for a book...someone should get onto that...)
Organisations are inherently political structures (as reminded via some intellectual sparring with Michael Gehling), so good leadership will find ways to work together in proactively scouting opportunities along the change journey, to invest in collaborative change planning and refocus teams on the art of the possible. The best-case scenario of appropriately bringing people together, is that you create a shared sense of ownership over the change and co-develop activities and solutions.
The baseline scenario is that you at least keep the lines of communication open, and all receive the same change messages.
At a more technical level: there's immense value in getting teams who will jointly feel the change, to at least agree on the impacts of the change at a high level If you need a default categorisation: People, Process, Technology and Environment.
Even if there's still further debate about the exact nature or timing of that impact, (or spirited opinion on "who cops it worse"...) you have progressed the understanding of the change.
Whether you're a detail-oriented strategist or a charismatic people-person, leadership during change finds a way to facilitate and encourage the right forms of contribution. We've all got unique perspectives and career experiences; leveraging that, is the mark of an effective change leader.
Successful change leadership isn't about dictating from the top, nor is it about inviting chaos through unlimited empowerment. It's about striking the right balance - engaging, enabling, and empowering people 'appropriately' to contribute. You are the conductor.
It's not about giving everyone an equal say, but it is about giving everyone fair consideration in context. Create forums where people bring their unique 'value add', but with boundaries that keep the organisation on course.
Being a change leader means mastering this delicate art, and this mastery isn't achieved overnight. We're here to help when you're ready to start...or get you prepared for a bigger, louder orchestra!