Look after your people, and they will look after your business
Today’s article will explore the final part (part 4) of the successful model for change – People. Below is a reminder of the model I use when helping aid change in organisations and the foundation for this series of articles.
Read previous articles here:
You may be wondering why it is only at part 4 that we start to plan the ‘people strategy’ for the company.
Isn’t it always people first?
Yes, it is.
In order to put people first, you need to do the groundwork to align thinking, identify what needs to change and present clear actions on how these changes will be made. Your teams will only be open to adopt the changes if there is a clear strategy that they can get on board with.
Usually the first steps aren’t considered and your teams are thrust into change that hasn’t been carefully thought about and therefore are resistant to it.
By completing the parts 1-3, you are setting your team up for success and making sure their time is valued.
When I work with teams, the repeated requests I hear time and time again are, they just want a clear plan so they can understand what the expectations are from them.
The CAM model helps organisations put clear steps and communication in place. You can provide your company the certainty they seek, that there is a vision, goals, alignment, strategies, clarity, structure and a roadmap for change.
What does the People section involve:
Depending on how small or large your change project is will determine how much time needs to be spent focused on the list below. Some change projects may not require training and mentoring, just clear communication and leadership and some will require all 8 listed below.
- Purposeful conversations
Here’s a bit more detail on the ones that tend to always be required;
Communication is a two way process.
You need to be able to clearly communicate the Environmental and Structural thinking to your company and you need to be able to actively listen to their feedback.
You will find that some of the feedback you receive will build and make your ideas better.
Other feedback will be from people who are resistant to change. Therefore it is so important to have spent the time in Environment and Structure to present clear reasons as to why these change initiatives need to be adopted for the benefit of the business and employees.
Within the communication stage you also want to try and identify your ‘early adopters’. These are the people who are most open to change and will be the people the rest of the company will feel good about following – more so than following the leadership team.
It is vital that you all support each other on the leadership team.
There should be no ‘corridor conversations’ or any suggestions to the wider team that you are not all on board. If there are any disagreements, this will have been identified at Environment stage and worked through, so you now approach the rest of the company as an aligned team.
It is so important to know that your teams will not embrace change unless they can see the leadership team are united and they see you as a leadership team adopting the change first.
This can take up to 3 months if you have low trust in your organisation and have tried ‘change projects’ before that haven’t lasted.
As a leadership team it is critical that you take responsibility for keeping momentum and holding each other accountable to keep the change active and not be disheartened that you do not see immediate adoption from your teams.
Naturally, people tend to resist change. However, they welcome change if it doesn’t directly affect them.
Your role is to provide psychological safety so your teams feel they can share how they feel without being judged or for fear they will lose their job or be seen differently.
You need to ensure you have thought of all the questions your teams may have and be aligned in your responses.
Every single person on your team will respond differently to the change and you need to be patient and see it from their perspective.
Be available for 1-2-1’s and team talks to provide reassurance, clarity and to be fully present to your team so they feel heard by you.
This level of consistent support is the difference between the companies that can make change work and the ones that don’t, which also results in losing good people.
Support each other as a leadership team and then be there for your teams.
The CAM model provides a new framework to change, but a framework that is proven to succeed. I have personally used this within many organisations – large and small – and the results have been transformational.
The CAM model will also:
- Save you time and money
- Help you build high-performing teams
- Help you build aligned, motivated teams
- Ensure you stay relevant as a business
- Ensure you meet the needs of your clients and employees
And… if you are worried about time, let me explain that you will spend the same amount of time reinforcing change over and over again, as you will if you adopt the CAM model and work through each part.
You will just have very different outcomes.
So make the choice today. Become the leader who actions effective change to benefit your work and your people and lead a successful company that people will want to work with and trust.
Good luck & go forth.
If you would like know more about how I can bring this model to life within your organisation, please email me on firstname.lastname@example.org
I have created a very simple pdf guide that takes you through this exact process and a case study to show the power of the thinking and it is currently available for FREE from my website. Grab your copy here.
Joanna Howes is an international award-winning high performance coach and bestselling author based in London. She’s been featured on NBC, FOX and MSP News Global. If you want to lose the limits that are holding you back, book in for a free introductory call right here.