Change Management Isn't a Methodology!

A few years ago I worked on a project with a client (global, ~140,000 people) that had an in-house change management methodology.  I expected that this would make the job easier – after all, they must recognise the value of change management and know how to use it, surely. 

I was astounded to discover that very few people in the company knew how to apply the methodology – I found nobody who even knew where to start!  After hours of studying the methodology I figured out why:  There was no starting point. I was just a cluster of loosely connected tools.

I helped the client work through the problem by using a technique from outside of their “toolkit”, called issue decomposition (you’ll know the bones of this approach if you’ve read the “7 Secrets of Project Leadership” Document – available through the form to the right or from this page).

Frustrated by this experience, we started developing a Change Management “2.0” methodology, but we’ve scrapped it: Change Management isn’t a methodology, it’s the application of a set of perspectives, tools and techniques to everything else that you do in a project.  It has become a core component of everything we do in Project Leadership.

If saw my blog yesterday on Subconscious Impressions, and you took the time to reflect on subtle messages your project team communicates about your project, you probably want to know how to ensure that your team is vitally, positively engaged in the project work!  So here are a few tips:

1. It starts from you:  Take responsibility.  You don’t have to have the title of Project Leader or Project Manager to lead the culture of the project.
2. If your leadership doesn’t create excitement in the project, find ways to influence them into it. Be creative; everybody needs a little help now and then.  Be tactful too.
3. Find meaning in the work…Focus on value – real value.  Real World Value.  It can’t be faked.
4. Tell the story of the project in a compelling way – our minds are structured to be disproportionately influenced by stories.  Find opportunities to discuss the story with the team, and people around the team.  Communicate its value.
5. Set your standards very high to influence other people to perform well.  Absolutely reject “dumbing down” and “acceptable under-performance” in any way it presents.  Success is not a given, no matter how hard you try, but it is achievable.
6. Work as a team; show interest in the work of other members and be open about your area.  Ask for help when you need it.
7. Recognise small successes – include everyone who has been involved, even peripherally.

I could go on, but I hope you can feel the spirit of what I’m communicating…

— Philip Greenwood

Tags: Change+Management, Change, Toolkit