{"id":5558,"date":"2018-12-04T18:48:12","date_gmt":"2018-12-04T18:48:12","guid":{"rendered":"https:\/\/www.walkme.com\/blog\/?p=5558"},"modified":"2018-12-04T18:48:12","modified_gmt":"2018-12-04T18:48:12","slug":"organizational-change-management","status":"publish","type":"post","link":"https:\/\/www.walkme.com\/blog\/organizational-change-management\/","title":{"rendered":"5 executive pitfalls that ruin organizational change management efforts"},"content":{"rendered":"\r\n

Your human brain could be obsolete within the next three decades.<\/p>\r\n\r\n\r\n

That\u2019s right. According to Jack Ma<\/a>, the founder of Alibaba, we can expect to see robots taking on the current role of CEO by 2047.<\/p>\r\n\r\n\r\n

As technology permeates every aspect of modern-day business, we find ourselves in a period of unprecedented change.
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\r\nIt\u2019s no longer enough to improve companies on a small-scale. In the race to remain relevant and competitive, transformational change has become a non-negotiable asset.
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\r\n<\/span>Leading the pack in the innovation age demands good organizational change management.<\/a> <\/span>\u00a0
\r\n<\/i><\/b><\/p>\r\n

So forget the future. Right now the CEO\u2019s role is more important than ever.<\/p>\r\n\r\n\r\n\r\n\r\n\r\n

5 leadership mistakes that damage organizational change management<\/h2>\r\n\r\n\r\n

Whatever your change <\/a>initiative, make sure you don\u2019t commit these common leadership mistakes.<\/p>\r\n\r\n\r\n

\"5<\/picture>
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\r\n1. Lack of vision, clarity & communication<\/h2>\r\n\r\n\r\n\r\n

John Hillen writes in Washington Technology that “CEO” actually stands for Chief Explaining Officer<\/a>.<\/p>\r\n\r\n\r\n

But far too many CEOs fail to get clarity around the vision for change. Without clarity, leaders will struggle to communicate<\/a> the company\u2019s new mission in a way that will inspire employees to get behind it.<\/p>\r\n\r\n\r\n

Above all, the vision needs to be authentic and woven into the DNA of your company.<\/p>\r\n\r\n\r\n

No matter how well you follow John Kotter\u2019s 8-step process, or any other change management model, \u201cif the change is not built on the unique strengths and values of the organization…it won\u2019t stick,\u201d says Hillen.<\/p>\r\n\r\n\r\n

It\u2019s important that communication with your team remains consistent and constant.<\/p>\r\n\r\n\r\n

In \u201cLeading change: An interview with the CEO of P&G,\u201d P&G CEO Alan Lafley says for CEOs, reinforcement is key:<\/p>\r\n\r\n\r\n

\"Change<\/picture><\/strong><\/p>\r\n

\u201cExcruciating repetition and clarity are important\u2014employees have so many things going on in the operation of their daily business that they don\u2019t always take the time to stop, think, and internalize.\u201d<\/strong><\/p>\r\n\r\n\r\n

2. Being a poor role model<\/h2>\r\n\r\n\r\n\r\n

Too many CEOs make the mistake of thinking organizational change management is not part of their job description.<\/p>\r\n\r\n\r\n

As a company undergoes transformation, an agile leader<\/a> must support new ideas into action. Who will adopt change if you fail to rally your team?<\/p>\r\n\r\n\r\n

A gap between intent and the steps taken to realize your transformation won\u2019t motivate change. By not getting personally involved, CEOs send a message to employees that the change is not worth their time.<\/p>\r\n\r\n\r\n

Instead, choose to be the ultimate role model \u2014 be the first to trailblaze the company\u2019s desired mindset and behavior. This sends a strong signal to your team to follow where you lead the transformation journey.<\/p>\r\n\r\n\r\n

3. Failing to highlight success<\/h2>\r\n\r\n\r\n\r\n

There\u2019s nothing more powerful for morale and motivation than success. But celebrating and sharing success stories is rarely prioritized by CEOs.<\/p>\r\n\r\n\r\n

\"Change<\/picture><\/p>\r\n

When employees listen to tales of success, they see what a good transformation can achieve \u2014 and gain confidence in your company\u2019s new mission.<\/p>\r\n\r\n\r\n

Studies show positive reinforcement<\/a> generates powerful effects.<\/p>\r\n\r\n\r\n

For instance, McKinsey cites 1982 University of Wisconsin behavioral research with bowling teams. This study demonstrates that emphasizing the positive can be twice as effective<\/strong> as highlighting mistakes.<\/p>\r\n\r\n\r\n

Humans are driven by ambition and passion to succeed.<\/p>\r\n\r\n\r\n

When you celebrate what your employees are doing well \u2014 and dive into how to leverage those successes \u2014 you\u2019ll drum up desire to keep excelling.<\/p>\r\n\r\n\r\n

4. Not building a strong top team<\/h2>\r\n\r\n\r\n\r\n

The executive suite has changed considerably over the past two decades. Today\u2019s C-suite continues to evolve to match the pace of a changing business landscape.<\/p>\r\n\r\n\r\n

\"Transformational<\/strong><\/p>\r\n

You have a team of executives around you to help steer the transformation ship. Use them.<\/strong><\/p>\r\n\r\n\r\n

It\u2019s up to you to make sure that team is made up of the right people. Surround yourself with leaders who are as willing to invest in change as you are.<\/p>\r\n\r\n\r\n

It\u2019s crucial. You must evaluate your top team in the context of organizational change management. These are the co-pilots you’ve chosen to help get your company\u2019s transformation off the ground.<\/p>\r\n\r\n\r\n

Are these leaders<\/a> resourceful enough, motivated, and prepared to implement organizational change?<\/p>\r\n\r\n\r\n

Ask the tough questions \u2014 and make choices accordingly.<\/p>\r\n\r\n\r\n

5. Not accounting for challenges associated with digital change<\/h2>\r\n\r\n\r\n\r\n

Digital change<\/a> in particular is fraught with frustration and stress. Employees must learn to perform tasks in a different way \u2014 while utilizing foreign, complex technology.<\/p>\r\n\r\n\r\n

Despite the rapid pace at which the digital world moves, technology changes still take time \u2014 especially when it comes to humans adopting those changes. It\u2019s important to recognize these challenges and provide the resources needed to manage changes effectively.<\/p>\r\n\r\n\r\n

Without digital adoption \u2014 where digital tools become second nature to users \u2014 your company won\u2019t gain the true advantages of new technology.<\/p>\r\n\r\n\r\n

To leverage software in your transformation journey, digital adoption empowers you to use technology as intended \u2014 and to its fullest extent. This will support employees to learn new processes without slowing down or feeling incompetent.<\/p>\r\n\r\n\r\n

On the road to company-wide transformation, your role in organizational change management is pivotal and multi-faceted. You\u2019re oiling the wheels of change so they can move forward.<\/p>\r\n\r\n\r\n

You must:<\/p>\r\n\r\n\r\n

    \r\n\t
  1. Communicate the need for change.<\/li>\r\n\t
  2. Set the tone and adopt the desired changes.<\/li>\r\n\t
  3. Build a strong top team.<\/li>\r\n\t
  4. Prepare and support your company to tackle digital challenges.<\/li>\r\n<\/ol>\r\n\r\n\r\n

    Now, let\u2019s see a robot try all that.<\/p>\r\n\r\n\r\n

    The role of the CEO in organizational change management<\/h2>\r\n\r\n\r\n\r\n

    Organizational change management won\u2019t function well in isolation. If an organization is to change, everyone within it must participate<\/a>.<\/p>\r\n\r\n\r\n

    In fact, not only should the CEO buy-in to new changes, a visionary CEO must drive organizational transformation<\/a> forward.<\/p>\r\n\r\n\r\n

    \"Role<\/p>\r\n

    According to McKinsey<\/a>, the exact nature of the CEO\u2019s role<\/a> will be influenced by:<\/p>\r\n\r\n\r\n