The paradox of Change Management is that...

...it doesn't change! That is to say, the process itself doesn't change, although the procedure should be adapted to fit the circumstances, and the means will reflect the culture and organisational structure.

Or to put it another way: the steps you should follow to make change happen are always the same; the things you do may be different; and the things you use will reflect the business you're in.

In this short blog, we look at the steps we follow when working with clients to effect change in their organisation - using decades of experience making mistakes and enjoying success. 

1. Most importantly, people have  to want to change. Surprised? Many organisations we deal with are just that - and have this certainty that most people want to change. Their rationale is that without change the organisation will not survive. They're perhaps right - but the reality is that whilst organisations have to change...people don't. So you'd better be sure you have them onside - and that's best done by finding the buttons which will attract attention to the need for the change you've identified. Or at least, tasked with
2. Get top management buy-in to the need and their commitment to support the mooted changes. Without such support, your project or change is less likely to be successful - in fact, more likely to be unsuccessful, as those reporting to those less enamoured will find other things to do that their bosses will like
3. Find critical mass. Without enough people of enough seniority and with enough drive, you're pushing water uphill. Don't do it - your energies can be spent elsewhere
4. Talk. Communicate. Listen. Be honest. Take time to listen to the people affected, both ways along the chain of command. Highlight where poeple can help; where individuals can contribute. Accept that some will want to be in control of what the changes are - and must have some sense of involvement if they are to help. Skip this sense of self-control at your peril, for you will have fight inertia, antipathy or even guerilla tactics from those you or senior management failed to persuade
5. Discover the roadblocks. Use the contacts you've made in steps two through four to find ways through. There may be a need for resource, money, people, time - like any project, successful Change Managers identify the upsides and downsides of change or project management, and chooses whether to ignore, terminate, transfer or accept those risks - but for the people helping with change, you better be good at helping them traverse the landscape ahead. As change scenarios develop, flexible thinking and agile actions are necessary to keep things going. That and sheer bloody mindedness. Which I call determination...
6. Celebrate successful and unsuccessful change. Think of the big changes in life, such as moving house, jobs, school, or things like having children or getting married. Big changes are cemented in two ways: firstly by celebrating the change - and as mentioned before, society has been celebrating big changes for centuries; and secondly, by acknowledging and identifying the quick wins. We've even manufactured situations before where change can be 'seen' if not 'evidenced' at least in the short-term. On many occasions where new brooms are in, they've been able to find something significant to make a stand on, and to hang the 'under new management' sign
7. Bake the change in. Make it part of the furniture. The way we do things around here, as someone once famously commented. Those joining subsequently will see the new [process/ procedure/ database/ premises/ regulations/ compliance /whatever] as 'normal', for they know no difference in your organisation. Providing your current team don't undermine the change, of course!

These steps won't guarantee success. But following them makes success more likely. According to us, in some thirty years of leading or being involved in change, from big multi-national firms with tens of thousands of employees, to five man bands.

Go on, increase your chances of success.