... And your mother left your disastrous room, tired of asking you n times you ordered it, and receive as a response a "I'm coming, wait until I finish this screen".
Suddenly, a sound of keys, and a door closed making a sound "house brand", unmistakable and with just enough force to turn your stomach. Your father!.
Then yes. Then the process began.
The change started. No time. Precipitate. Clothes to the closet. To the pile. Sneakers behind the door ("… hopefully you don't see them"). The notes, the table, the backpack, the loose change. Everything on the run while the executioner's footsteps threatened closer and closer.
You started a process of change forced by circumstances.
Without planning too much. Improvising. Looking for a minimum result that would allow you to "pass the cut."
At this time of year, with many managers defining budgets and targets for next year, and with a prospect of a soft return to constructive competition after 5 years of crisis, there are companies that only consider change when they hear threatening footsteps nearby. And that is not always on time. Sometimes your father walks into the room before finishing the change ... and it's almost worse.
As my dear friend Patricia Cisneros says in a awesome post,
"All organizations change, but the challenge [...] is for organizational change to occur in the direction that matters."
And if your company is in the ICT sector, with the enormous pressure towards the change that it supports… that nothing happens to you when your father arrives !.
How to change?
When starting a change process, three phases are usually identified, more or less oriented to
- To break.
(You don't have to herniate either, right?).
Said a great sage of this time (well, one of the great ... without modesty, eh?) A few days ago on his LinkedIn:
"Only when we decide where we want to go will we begin to know what needs to be left behind"
In this sentence the forces in favor of change are generated and consolidated. Anxiety, worry, and motivation to improve must be high enough to justify the costs of switching, and executing breaks.
In other words, breaking will require a zero phase, prior to the process, which must identify where we want to go. And that is neither more nor less than considering what the Company Model will be in the following days / months / years. Analyze the insufficiencies of the surrounding situation and point out the need to change, with the features (only features) of the future situation that you want to achieve.
And with a beginning positive, if possible. Show (and sell) where will we all go.
In addition, creating will require large doses of Trust. Without going into softness, any egotistical suspicion that influences those who decide, will be a drag on the creative process.
Design scenarios, communicate them (the more the better), improve them and see if what you have left matches what you are looking for. Encourage participation, and seek a pilot area with the most geeks, the most angry, the most enthusiastic or a selection of all of them. Measure the small victories of that group, and let them radiate the advantages. Use the failures to feed back the model.
Once you review successes and failures, you can create the conditions to consolidate the changes.
Patricia says again that "Any change implies, at least for a time, the additional effort of having to learn to cope in the new situation, which is an additional source of work and worry.".
In other words, it will be necessary to pivot, improvise, replan and communicate, without losing orientation. Without losing the essence of where we want to go.
When you are in the middle of the battle, think that all change processes end, and stabilize. You always get to a new and stable point.
However, the time to stay in the same place is infinite.