10 Key Competencies for Change Managers

Although change management is founded on established theories, in too many cases initiatives fail to produce intended outcomes, and go over time and over budget. One study by Gartner Research, for example, found that of the companies surveyed 90% had experienced significant change within the past two years, but only 5% had avoided substantial disruptions and finished on time. Why do problems like these exist? Is there something wrong with change management theory? Or does the problem lie with how people perform?

In this article we examine 10 key competencies for change managers.

1. They must have proven research ability: Change management is a form of problem-solving. The best solutions to the problems are not discovered by guesswork, hunches, a ‘sixth sense’, or past experience. The stakes are far too high to trust unreliable processes. Problem analysis and solutions must be based on scientific evidence, and that means change management must be seen as a social science research exercise. Managers don’t need rigid ‘maps’ of how they work or get overly excited about the tools they have at their disposal. What they really need is a sound knowledge of how to conduct excellent research in social sciences. They need to know how to design research projects to collect sufficient, valid and reliable data; how to analyse data; how to report findings; and how to use the findings to create practical and workable solutions.

2. They must have a clear understanding of the change process: Nobody is going to do a good job if they don’t know what change is, how it works, and the theory and principles of how to manage it. Their understanding must be based on well-established research. It cannot be based on what the person ‘thinks’ change is, or on past personal experience. Change management is on shaky ground without a thorough understanding of the change process and established management principles.

3. They must be able to overcome resistance to change: It is a well-known and often lamented reality that people in organizations resist change. They do so for all kinds of reasons – and the manager must be aware of what those reasons are and how to overcome them. Failure to manage resistance sees most change initiatives ultimately fail in a slow war of attrition.

4. They must be able to identify and work with key change agents: Key change agents are people who are ready for change, and people of influence. People with readiness are unlikely to resist the change (providing it is introduced well) however, they are likely to spread positive stories about it. Those are the kind of stories you want.

5. Change managers must be able to harness the power of narratives: Stories create extremely powerful forces that can make or break change. Change managers must be able to tap into those forces and shape the kinds of stories people are telling within the organization.

6. They must be able to address cultural issues: Organizational culture is a broad concept that includes elements such as belief systems, attitudes, use of language, expectations, management styles, etc. These cultural elements must be examined to see if they are contributing to resistance, or contributing to change. The manager must know how to assess them and how to influence them, as required.

7. They must ensure organizational processes and structures support change: The processes and structures within the organization must support change for it to be successful, and it is essential the manager is aware of how these processes and structures impact the change process.

8. They must be able to use the power of organizational networks: Organizations are networked structures. Certain people are influential, and certain people have power. Change managers need to be skilled at working with different types of people. They need to be able to influence powerful and influential people so they become engaged with the change and contribute positively to the process.

9. They must have commitment for the change: Change can be tedious and exacting – most complex problem-solving exercises are. The manager must be dedicated to continually solve problems as they arise, to change tactics, and to see the process through to completion.

10. They must have realistic expectations: Change managers must be realistic about how difficult the process might be, and how long it might take. They also need to be realistic about how staff might react, and what their challenges could be.

The role of change manager is a complex and demanding one that requires a specialised skillset and extensive knowledge. The list of competencies listed here is by no means exhaustive. If the manager is not up to the task change can become very expensive, very disruptive, and potentially toxic to the organization. Even if you have skilled and experienced internal change managers, there are advantages to securing help from outside. External change managers provide an objective view and not caught up in organizational politics.

Steve Barlow

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5 Change Management Challenges In Turbulent Times

Over the last few years, with the dramatic changes in the financial world and the ever speeding of worldwide communications, change management has become an art form all the more challenging.

New business environments are facing change like never before and because of this accelerated pace, change management faces some new challenges as a process in itself.

Here are five specific to the ‘new world’, where the only thing that stays steady is the rate of change of the pace of change:

1. Keeping Their Trust

With each change in the workplace following hot on the heels of the last change, it is unsurprising that employees are feeling punch drunk as each blow hits home. ‘This place isn’t like what it once was’, will be the plaintiff cry heard in workplaces across the world.

Historically change happened gradually – if at all – and even just a few short years ago, any change was greeted as an event; a novelty and the inherent values of an organisation still showed through.

Not any more. And those leading change have to work far, far harder to ensure that they are seen to be the trusted organisation they always were.

For managers implementing change, the position they are in (commonly known as between ‘a rock and a hard place’) has meant that they have had to deliver change to their people, whilst also ensuring that they personally retained good relationships with their people, often built up over many years.

The solution to this is that investment in the trusting relationships they build over time will go along way to insulate them from the bad feeling that comes when changes are implemented, however often they happen. The key action for managers to take, is to spend as much time as possible of the office and with their people, listening to them and valuing them, as early as they can, so that the strong trust is in place before you need it.

2. Being Fully Honest

When changes are being made, managers will find there is a conflict between being open and honest with their people. This can cause a challenge because as they have been able to build trusting relationships, openness and honesty have been one of the foundations.

For a manager suddenly to become much more careful about what they say, can lead to suspicion and short-term reduction in the trust their people have in them.

The way to resolve this is two-fold. By building a series of relationships with employees that, over time has been tested and shown to be robustly trustworthy, a manager will be able to use that to help when they can’t be quite as open as they might be in different times.

The second issue is to be open and honest about what they can and cannot be open about! This statement of reality will show their employees that they really are sticking with the principles already embedded in the relationship – that of honesty and openness in the communication between them.

3. Creating a ‘Constant Change’ Environment

How would it be if there were no surprises and changes came and went with excitement and fun? That takes control back and makes people feel better too. This requires a change in mindset to encourage – even proactively stimulate – change in lives and in business too.

Where change is challenging is where we simply don’t have the skill to appreciate what opportunities change creates.

By looking for change constantly, managers – and, very importantly, their teams – set the ladder against a different wall and when change still gets applied outside their control, they are far more able to see the possibilities – and less likely to dwell on any downsides.

4. Maintaining Morale

In a change ridden world, people feel battered by the effects and this can strike at the very heart of how they are feeling. In any business, it leaves a sense of uncontrolled ‘done to’ rather than being a part. By getting people engaged with change and having an integral say in the ‘how’ of the ‘what’ needs to be done, creativity and engagement flows.

The best managers see their employees as a resource in change situations – even more in this new age where past conventions of ‘;caring for our people’, are being thrown out of the door.

For many employees, this is such a shift in what they are used to that they fail to see the way forward – so letting them be a fully signed-up part of that way is a perfect tactic to maintain and even max out their morale and motivation.

The question is, as a manager, will you be prepared to get out of your own way and let that happen?

5. Bringing Good People In

Incredibly, changing workplaces generate new opportunities for managers, not least in the arena of recruitment. It’s a little sad to say so, but in many situations, managers have been left with a less than fully-formed team.

So when changes to personnel happen, it’s critical that this clear-out is used as an opportunity to bring in the right people next time. For this, many managers will have to shape up in their recruitment skills or they will simply replace like-with-like and make no progress. Indeed, because of the churn time it takes for people to settle in, there could be a significant decrease in performance over a protracted period.

Recruit effectively from the burgeoning pool out there. Review where it didn’t work out in the past and grab this opportunity for change, to build a sharper, more dynamic – more demanding of you even – team for the future.

Change provides opportunity, if you let it happen. And it’s more than that. Finding the courage and strength to be dynamic and creative in turbulent business times can shape careers – in both ways. Effective managers have the capacity to stand back and change themselves too.

And this is for the benefit of all.

© 2013 Martin Haworth is a business and management coach and trainer, working worldwide with SMEs & corporates and based in the UK. At Coach Train Learn!,he has extensive experience in the delivery of one- and two-day training programs on a whole range of tactical management skills to be found at the workshops we do, as well as supporting oth

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