Enabling Organizational Change
Moving the whole elephant
Leading through change and disruption
Today’s organizations are getting more matrixed and more complex by the minute. As so, many industries are in a state of transformation. Consider for a moment healthcare. Over the past few years, healthcare M&A activity has been on the rise, which has continued through the Pandemic. Forces such as value-based care, globalization, patient advocacy, consumer sophistication, prevention and wellness, health equity, access, rising costs, and the need for economies of scale are driving an increased level of disruption in this industry. These forces are also propelling disruptive technologies which are at an all-time high with tele-medicine, mobile care, robotics, artificial intelligence, and other innovations.
Forbes noted, “2021 was a complex, challenging and uncertain year for healthcare. The Covid-19 pandemic continues to dominate healthcare systems’ attention and resources, creating downstream pressures such as widespread burnout and staffing shortages. But if the last year made anything crystal clear, it’s the need for continued technological transformation, which impacts nearly all processes and practices across the care continuum.”
As we read about industry disruption, like in healthcare, we often read about numbers, transactions, and the innovations themselves. We often forget that it is people who are driving these disruptions, people who are carrying them out, and people who are impacted by them. Therefore, when we think of success, we need to think about success in terms of not only the bottom line, but also the people across the system.
In this three part series where we are focusing on the topic of change, we first looked at the individual and the human reaction to change, then the team and how to lead change on your team. Now we expand our thinking onto the organization at large. An enormous amount of effort goes into “moving the whole elephant,” which is how we fondly describe mobilizing the collective around a large-scale change such as mergers or acquisitions, new technology implementations, re-structuring, external disruptions, culture changes, change in strategy, etc.
Time and time again, when we observe organizations that are successful with managing change, we notice that they are proactive with planning, anticipate individual and team responses, and are active in terms of communication and engagement at all levels. Through our work across industries, we’ve identified critical considerations when moving the whole elephant.
Change starts at the top with a vision and modeling
The actions taken by leadership at the beginning of a change effort will set the tone for the entire initiative. Therefore, it’s imperative for the organization to approach change strategically, starting with a clear vision that is rolled out to the entire organization. Painting the picture of what success looks like allows others to be part of the mastermind and bring the vision to life. Branding the change effort with a name, mantra or associated visuals can create momentum and credibility. Having something tangible will make the change feel real, giving the organization something to rally around. Moreso, leaders must model the new behaviors required to bring about the change. When this does not occur, fingers will inevitably be pointed upward and employees will vote with their feet, taking steps against the change.
Consider the ripple effects
It’s critical to go beyond vision and strategy to play out scenarios for a deeper understanding of the impact. The Integrated Growth PRIDE model – Purpose, Roles, Infrastructure, Dynamics, Execute – provides key questions and considerations to identify where breakdowns might occur, allowing you to proactively implement solutions ahead of the curve. For example, what titles, roles, pay, staffing, processes and culture shifts might be necessary as part of the plan? Lay this all out using the PRIDE model and map it back to your organization for a current and future view.
Mobilize eyes, ears, hearts, and voices
Having a change champions program can be instrumental to large-scale change efforts. Engaging team members at all levels and from all functions of the organization to be the eyes, ears, hearts and voices of the change can be the most powerful tool to move the whole organization along the change curve and turning resisters into champions of the change. Often the late majority are more apt to listen to their peers than they are to senior leadership. Know who your influencers are and get them involved throughout the process to help realize how change will cascade through the organization. This allows leaders to tap into various perspectives, especially from those closer to the change or day-to-day operations where implementation will ultimately take place. This is where the gap between success and failure exists. Mind the gap!
Create a master plan to drive line of sight and accountability
Having a master change management plan that takes into consideration each element of the PRIDE Model lays the groundwork for moving the whole elephant. This includes a leadership playbook spelling out the steps leaders will take to drive change, outlining talking points for clarity and consistency, and establishing workstreams and timelines that identify key milestones.
Over communicate, frequently
Communication has been a theme throughout our change series because it’s so critical to reaching change goals. When it comes to moving the whole elephant, we think about communicating why things are changing, what will happen because of the change, and what that means for individuals, teams, and the organization at large. We look to our Best Practices for Communicating Change to guide communications efforts, specifically answering:
Purpose: Why we are making these changes.
Picture: What the end goal looks and feels like.
Plan: How we’ll get there, step by step. What needs to happen.
Part: What part each individual plays in contributing to the change.
As a part of the master change management plan, leaders should think through what communication channels should be used, including the change champion group, to help disseminate these messages. This includes a consistent cadence of communication around change so that the organization feels brought along and engaged in the process.
Sustain momentum and anchor the new normal
Many times, leaders get caught up in the end state of change that they forget to celebrate the wins along the way. Recognizing what has changed and the positive impact generated is an important step in the process. This helps invigorate employees and sustain momentum for future execution. As milestones are reached, it’s good to acknowledge the new normal as culture and dynamics shift to operationalize change.
Things get messier, before they get better
One of the analogies our Founder, Gretchen Reid, uses to explain change is like cleaning a closet. Things get messier, before they get neater. Picture it. You endeavor to clean your closet and inevitably, there are shoes and clothes everywhere as though a tornado just spun through. You begin to categorize items, reorganize things, and before long, your closet it once again functional. This is similar to large-scale change efforts. Expect things to get messier, before they get better. Patience and perseverance are gold.
Every organization must change to survive, so understanding how to best guide the organization leads to a stronger future. Regardless of the type of change you are leading, remember that one change leads to another and looking at change wholistically will be the key to your success.
Integrated Growth has been developing leaders, mobilizing teams, and transforming organizations since 1998. Founded by Gretchen Reid, their team of highly skilled consultants and executive coaches are known for building award winning leadership development programs, facilitating strategic planning and team development initiatives, and providing executive coaching to help you achieve your greatest mission. We invite you to schedule a free consultation or visit www.integratedgrowth.com for more information.
AUTHOR – Gretchen Reid is the Founder and Chief Change and Leadership Architect for Integrated Growth. She has spent over 25 years coaching leaders and creating award-winning Leadership and Talent Development Programs, directly contributing to multiple awards for her clients, including Fast Company’s 50 Most Innovative Companies, Forbes America’s Best Employers List, Forbes Best Employer for Diversity, and ASTD BEST. She is an Adjunct Professor of Change Management in the Strategic HR Masters Program, Denver University, University College. (MS, Career and Human Resource Development, Rochester Institute of Technology, BA, Psychology & Business Management, University of Rochester)
