Did you know that confirming who’s responsible is probably the most fundamental element of any Change Management process?

Last week we looked at defining your specific Change Management Objectives in order to be able to clearly define the benefits of the proposed change(s). During this process it is important that you work closely with team leaders from other teams and departments in the business, that will also be affected by the proposed change, such as project managers, other unit managers and the HR department. This interaction needs to primarily answer the question "who's responsible for…?" – "Who's responsible for" – defining the re--training plan; changing job descriptions; checking implications of current employment contracts; identifying change agents?

No two change processes are the same, and therefore, the activities and people responsible will vary depending on how the current change is initiated. Knowing who is responsible, what activities are required, the objectives to be met, and how things are organised in your particular situation, will allow you to determine how you will work with other people in order to implement the change, and what activities will fall within your area of responsibility.

In this blog I want to concentrate on Change Management Activities that will apply in most cases in order to give you some practical "checklist" items to look out for. Although the full range of possible activities is too broad to cover here, your primary task is to work out what will be most effective in helping you meet the challenges created by the proposed change, and then how to collaborate with other people and projects, in order to achieve your defined objectives. What you are really trying to do is to identify the tasks that are nonnegotiable in order to give the proposed change the greatest opportunity to succeed. 

Some of these would include: –

1. Identify what successful change looks like. There needs to be agreement on what the indicators of success are, in order that they can be measured and reported on regularly.
2. Identify the impact of the change. Make sure that a thorough assessment of the impact of the change on the organisation's structure, and its people, is carried out.
3. Identify communication timings and methodology. How and when will changes be communicated, and who will deliver the change communications?
4. Identify the reasons for change. Make sure that there is a clear understanding and expression of the reasons for the change, and help the relevant sponsor to communicate this.
5. Identify everybody involved. Make sure that everybody who is either involved or affected by the change understands the process of the change.
6. Identify the involvement and activities of the change sponsors. What do you need them to do in order to facilitate the change process?
7. Identify the stakeholders. Who are they, and what kind of involvement, sponsorship, and communication will be required with them?
8. Identify the "change agents". Who are the people who need to be included in early change activities such as design, testing, and problem solving, so that they can act as ambassadors for the change?
9. Identify support processes. Make sure that everybody involved or affected, has easy access to help and support in case of upheaval and uncertainty.
10. Identify training needs. Change will often require up-skilling, or retraining, and the timing, sequencing and methodology of this will need to be planned.

Keep in mind that this is not an exhaustive list, and these are simply some of the more typical change management activities. Your specific situation may require different, or additional activities, and some of the above may not fall within the scope of your particular area of responsibility, within the change process taking place in your organisation. The point that I am making is that you need to coordinate activities with all of the other people involved, and plan carefully.

So, as we bring this spaceship into land, let me remind you that we defined change management as the discipline required to ensure that change is implemented smoothly, and with lasting benefits. This is only achievable if you consider the wider impact of the change on your organisation as a whole, and specifically on the people within the organisation. Every single change initiative that you are involved in, in any way, will have its own unique objectives and activities, and all of these need to be effectively coordinated. As a manager, or leader of that change, your role is to make the journey towards new ways of working, and interacting, as smooth as possible.

If you are about to head into, or maybe are already in, a season of change and you are not 100% sure that you have all the bases covered we’d love to help you. Check out the “Square Wheels” section of www.version8.com.au and drop us a line to set up a no obligation chat.