The most common question I get from emerging leaders is: "What's the first thing I need to do for this complex change I'm leading?"
It's a tempting notion—the idea that a single, pivotal action can set the course for success. But complex change isn't a linear journey with a clear starting point. The allure of a "first thing" suggests a straightforward path, which simply isn't the case when navigating the multifaceted terrains of transformation.
Linear thinking might suffice for simple, project-based changes where steps follow a predictable sequence. But when dealing with complex change—especially within dynamic organisational environments—this approach falls short. Complex change is like a web, with intertwined processes, people, and unpredictable variables all influencing one another.
Shifting the Question: Embracing Holistic Thinking
Instead of asking for the "first thing," a more effective question is, "What are all the relevant aspects of the change that I should consider?" This shift encourages a comprehensive approach, recognising the myriad factors that influence successful change. Note that I'm not advocating either a thorough and comprehensive assessment or a quickfire mapping exercise; it can be as heavy or light as it needs to be...so long as it's relevant and builds useful context.
I guide my clients through "rounded change thinking," where leaders acknowledge that multiple elements must be addressed simultaneously. It's not just about initiating change but sustaining it through continuous evaluation and adaptation.
I've personally refined a Change Canvas, which I use as a go-to for seeding the essential thinking. Again, whilst it is well-considered and 'tried and tested in battle', the Canvas tool itself is less about the content and more about stretching my clients to think across the domains of both Head and Heart.
Hearts and Minds: The Dual Dimensions of Change
This brings me back to an earlier discussion about the importance of engaging both the Hearts and Minds during change initiatives. Let me illustrate this with the classic story of David and Goliath—but with a data-driven lens:
"Goliath, a Philistine soldier standing at 2.9 metres (significantly above the Philistine average height of 1.75 metres), confronts the Israelites in the Valley of Elah. David, an Israelite shepherd measuring 1.65 metres (below average for his age group), responds. David possesses a sling accuracy of 98.5% on stationary targets (compared to the average shepherd's 63%). He selects five smooth stones, approximately 195 grams each, optimising for impact without compromising sling speed. One shot fired—a direct hit on Goliath's forehead—results in instant incapacitation, leading to Goliath's defeat."
Compelling? Not quite. While factually dense, this rendition lacks the emotional resonance that has kept the story alive for millennia. It serves as a stone-cold reminder (see what I did there?) that progress in any successful change initiative requires two essential measurements: data (the quantitative) and stories (the qualitative). Together, they form a holistic perspective I shorthand refer to as "Hearts and Minds."
Minds: The Data We Analyse - the objective metrics such as performance data, KPIs, and analytical reports, that tell us what's happening during the change process.
Hearts: The Stories We Tell - subjective experiences such as emotions, feedback, and personal narratives, that reveal how people are feeling about the change.
For example, during the massive shift to remote work amid the COVID-19 pandemic, data might show that productivity increased. But personal narratives could reveal feelings of isolation or struggles with work-life balance. Understanding both perspectives is crucial for effective change leadership.
A Shortcut for Considering All the Change: Process Versus People
Effective change leadership requires balancing process-driven strategies with a deep understanding of the human elements involved. If you're beginning to lead a complex change, a simple way to scan for relevance is categorising everything you (and your key stakeholders) think of into two camps:
Process Change: Involves the technical aspects such as systems, procedures, and structures, where data and metrics reign supreme.
People Change: Deals with emotions, mindsets, and cultural shifts, where stories and personal experiences provide invaluable insights.
If you want to add a layer to this, think about both of these categories along the dimensions of "past," "present," and "future." Again, the goal here is rounded thinking...not perfect representation.
Embracing the Complexity
Complex change doesn't lend itself to a checklist or a step-by-step guide. It requires a multifaceted approach that balances process and people, data and stories, hearts and minds. By asking, "What are all the relevant aspects of the change that I should consider?" leaders open themselves up to a more strategic and inclusive way of thinking.
Effective change leadership isn't about choosing one dimension over another; it's about recognising the interplay between them. By integrating both the quantitative and the qualitative, leaders can navigate change more effectively. This holistic perspective ensures that you're not just initiating change but sustaining it through continuous evaluation and adaptation.
In the end, leading complex change is less about finding the perfect starting point and more about embracing the journey with agility, awareness, and authenticity.
Look over the horizon...reflect on the past...scan the immediate. With the right inputs (*cough* leadership and change coach...*cough*) a more rounded picture will emerge, and your decision-making will be more intuitive. So go on, you've got this!