As a Change Manager, my role is to partner with leaders in organizations and businesses to roll out new technologies and processes within their divisions to improve performance or to operate in a completely new way.
Of course, whenever we implement major changes, challenges inevitably arise. And helping leaders navigate those challenges is key.
These are the 2 most important things I do as a Change Manager to help business owners and division leaders successfully implement new technologies and processes that directly impact performance.
Key Activity #1: Ensure Leaders Understand the Performance Baseline
Before implementing any changes, I work with leaders to review the current performance of their teams. We look at relevant metrics to establish a clear baseline, so the leader has a realistic view of where their people are at. This enables the leader to better monitor team adjustment to the new processes and proactively address any dips in performance during the transition. It also allows them to better champion the changes to their teams by explaining the expected benefits in concrete terms relevant to current performance.
Key Activity #2: Coach Leaders to Actively Manage the Transition
I emphasize to leaders that they can't just focus on those who will be using the new technology or processes. They themselves need to actively manage the transition. I coach them on how to explain the rationale and benefits of the changes to their teams, set expectations that an adjustment period is normal, and commit to providing the support and guidance their people need to succeed in the new environment. When leaders aren't proactive about managing the human side of change, it leads to more resistance, conflict and performance issues.
The bottom line is this:
By focusing my change management efforts on these two key activities, I enable leaders to prepare themselves and their teams for a smoother transition - which ultimately leads to better adoption and improved performance, achieving the goals of the new technology and processes.