BASED ON THE CONVERSATIONS AND ACTIONS THAT WE ARE DEVELOPING WITH THE CHANGE MANAGEMENT PROJECTS THAT WE HAVE, BASED ON EXPERIENCE, WE PROPOSED 9 POINTS THAT SHOULD LEAD US TO QUALIFY WORK IN THE ORGANIZATION AND MANAGE ORGANIZATIONAL CHANGES:
The change is directed. Therefore, it is key to identify a person responsible. This does not detract from the necessary availability and maximum interest among all the components of the HR team of the organizations. This point entails an important knowledge management associated with the multiple actions and the consequent measurement that change management demands. Change management requires a parallel contingency plan, a “what do we do if….”, which responds to the most characteristic deviations of these processes. The change management team has authority and authority; authoritas because it is made up of professionals with internal credibility, and potestas because it has power delegated by the organization. His decision-making power is high. They have and manage their own budget.
The change is measured. The organization must know how to measure the level of adherence to the change that it requires and, very importantly, know in advance what change it is facing (prior diagnosis), in order to design a plan prior to the entry into force of the proposed change, and later, to verify the quality of the implemented change and its results.
CHANGE TAKES A STRATEGIC APPROACH. IT GOES BEYOND THE OPERATION OF SPONTANEITY AND THE “FIRE EXTINGUISHERS”. IT CARRIES CONCRETE GUIDELINES. SENIOR MANAGEMENT HAS THE “CHANGE AGENDA” ON THE AGENDA AND IS MULTICHANNEL IN ITS LINES OF WORK (DEVELOPMENT, COMMUNICATION, TRAINING, SUPPORT, LEADERSHIP, BEHAVIOR, ETC.). THE STRATEGY IS KNOWN. IT IS SHARED. IS TRANSMITTED.
Change has a face and eyes. They are sponsored projects. There are visible faces of change that are visible to the entire organization.
Change requires humility. There is an expert team in change and transformation from people and organizational culture. The change management team provides actions that involve different and differentiated key groups throughout the transformation process. It is accepted that mistakes can be made from which learning is required, it is accepted that actions are implemented with delegation. What doesn’t work is changed, improved and relaunched. In change there is no abdication.
The change belongs to everyone, for everyone and built by everyone. Change requires transversal work whose focus is the generation of a common vision and an alignment of interests between functional managers.
HR is the best example of a change engine: it knows, it can, it wants and it can. Normally HR departments are not prepared to lead the changes.
Change is pure leadership. Want is power. Change requires a transformational leadership model. Leaders with a strong personality, coherent, exemplary, indefatigable, invincible to frustration, with a strong and clear vision and mission. They are leaders called C²: They generate commitment and trust.
BASS COMMENTS THAT THEY HAVE 4 FUNDAMENTAL CHARACTERISTICS:
Intellectual stimulation: the transformational leader does not limit himself to challenging the status quo within an organization, but rather intensively fosters creativity among his followers, encouraging them to explore new ways of doing things and new opportunities, for the benefit of the company, helping to manage organizational changes.
Individualized Consideration:
transformational leadership implies in turn maintaining open lines of communication with followers, both individually and collectively. In this way it is ensured that new ideas are shared, thus being able to emerge products or innovations that, otherwise, would have remained undeveloped. In turn, these same communication channels allow leaders direct recognition to their followers, motivating them and encouraging proactivity.
Inspiration and motivation:
Thanks to their clear vision, transformational leaders have the ability to articulate their followers. In this way, they manage to convey their motivation and passion, which leads to employees who are more proactive and committed to the organization.
Idealized Influence: The transformational leader stands as a role model for his followers. They want to emulate him as a result of the trust and respect they have placed in him. It is thanks to this that new transformational leaders can emerge within the organization, since leadership is a capacity that, although it is sometimes innate, can be developed and trained.
Change is consistency. You have to do the smallest actions but with a huge impact. An action is thought, designed, planned, measured, improved, communicated, and its results are expressed. In each action the change management team leaves the skin. An action is an opportunity. And the opportunities are seized. All of this is key to managing organizational change.
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