Change Management – Setting the scene with senior leaders


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Before any organizational change is launched there has to be meetings with executives and senior leaders to ensure alignment around the reason(s) and main principles of the change initiative. Meeting objectives would also typically include getting their support for executing change activities and to help them understand expectations of them as executives and senior leaders during the change period and beyond.

Resource shared – slides in pdf format

The resource I am sharing is a deck of slides in pdf format. These can be used as a basis for creating your messages to senior leaders and executives. There are slides that help explain how change will likely impact the organization and the people plus slides explaining how leaders can help by being role models and also by actively addressing resistance and other signs of low engagement in those around them. I would suggest using this resource as optional examples to help communicate the specific messages that makes sense for the change management initiative that you may be leading and the meeting participants/audience that you will be facing.

Here are the steps I would suggest you follow:

  1. Be clear on the reasons that your change initiative need to be implemented and how the changes will improve on status quo. (Business case or burning platform)
  2. Did you get executive buy-in from one or more sponsors before your presentation? (Highly recommended – in fact, do not proceed until you have it!)
  3. Consider the presentation you will be doing – who will be there? What do they know and what do you need them to know, understand and do once they leave the presentation?
  4. What impact will the planned changes likely have on the employees at your company and how do you think your targeted audience can help and should act/behave given the change process and desired outcomes?
  5. Review the slides in the resource I am sharing and determine if any of them could help you and support the messages that you would like to communicate to the audience that you will be facing.

Of course these slides are not going to substitute the preparation work you need to do before starting a change initiative, but they may be helpful to use as background or to explain some of the specific change management aspects that may be of particular importance to your audience.

 

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Organizational Strategy Framework


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Setting a strategy for an organization is not a simple process mostly because of the several dependencies from various aspects within and outside of the organization. You analyze the data you can find and then you set your target on where you want to move towards to grow the company, improve your profitability, increase effectiveness or move closer to your vision for the organization. The resource I am sharing can help you align some of the most important internal (to the organization) aspects with your strategy to improve your chances of successfully executing on the strategy.

Most organizations can navigate through the process of setting a strategy and many of them find that execution and implementation of the strategy is the hardest part. I believe this is mostly because they may not have paid enough attention to the various internal aspects that would impact how well the changes (in focus or direction) as required by the strategy, is accepted and implemented in the organization.

Organizational Strategy Framework link

The framework helps you by being a type of checklist to review how you need to engage, involve, inform and consider various internal aspects in terms of your strategy to ensure that every aspect reinforces and helps you move towards implementation of your strategy. There is a question or questions behind each of these areas that you should answer in order to know what to do, change or put in place in order to achieve alignment with the strategy.

The areas to ensure alignment are:

  1. Company values and culture
  2. Leadership (behavior and mindset)
  3. Workforce capability
  4. Organization structure
  5. Organization processes
  6. Systems (Automation)
  7. Performance Management and Metrics

The sequence would always be to first select a strategy you would like to pursue with the organization and then use this resource to plan the implementation portion of the activity.

Setting strategies is often an iterative process as changes from inside or outside of companies require an adjustment in approach. Remember to check the impact of further changes on the same checklist (see above) to ensure you maintain the strategy alignment.