Individuals should be acknowledged , appreciated and rewarded publicly for actively contributing to the change process . This will consolidate their support for both the leader and the whole initiative , something which may be required for similar situations in the future .
followers or employees , accepting any concerns or issues on board and integrating them into planning considerations .
The new vision needs to be integrated into activities of all individuals across the organisation , so if any one individual does not accept it , then it can lead to issues with synchronisation and cooperation .
Empower Others to Enact the Vision
As the employees are those who will be forefront in implementing the change , then it is crucial that they possess all the skills , resources and confidence to do so .
A good leader will empower their followers to be the best they can be , whether that be through training , coaching , mentoring , or any other method .
As the vision is communicated across the organisation , leaders should become aware of any who are resistant to the change , and they should encourage openness to discover the root of this resistance . By removing any obstacles to progress in the initiative , and personal development , leaders can relieve this resistance whilst creating empowered and inspired individuals who have bought into the vision .
Generate Short-Term Wins
Nothing is more motivational at the individual level than success . By breaking the project down into smaller , short-term goals , then individuals gain a clear idea of progress , but are also motivated by immediate successes .
Once they have achieved these shortterm goals , individuals will be inspired to continue to build on these and to reach the next milestone for the initiative . By acknowledging and rewarding those who are crucially responsible for short-term wins , leaders can motivate individual followers , and others can become more aware of the route that the organisation is taking .
Sustain Acceleration of the Vision
In our experience , many organisations fail
“
Individuals should be acknowledged , appreciated and rewarded publicly for actively contributing to the change process . This will consolidate their support for both the leader and the whole initiative , something which may be required for similar situations in the future .
to sustain real change as they declare victory over their change initiatives too early , mistaking short-term wins and immediate progress for long-term success .
Change is a slow process - and to be fully accepted it must be ingrained in the underlying culture , values and objectives of the organisation .
Quick wins are only the beginning of this long-term change , and the organisation must continue to seek improvements and push for new successes .
Only after several successes have been achieved can it be established that the change process is paying off . Leaders should be open to accepting any failures or non-successes , and to listen to any suggestions from followers from across the organisation .
Institute Permanent Change
The final step is for leaders to anchor and truly embed change within the core and culture of the organisation .
Change does not come about and sustain itself alone - all of the organisation ' s values and objectives , systems and processes must be inspected and evaluated in the context of the change initiative .
Leaders are responsible for embedding this change at the team level , and altering the behaviours and standards of the team members in order to sustain the lasting effects .
The progress of the initiative must be monitored closely and regularly in order to consolidate it at a deeper level . This should include discussions with individuals from across the organisation , as their inspiration and cooperation with the new change is crucial , and it is easy for this to drop off over time .
Any new suggested improvements or changes can still be integrated into the progress of the project .
Enact Lasting Change
Once the entire change process has been completed , the change must continue to be embedded and evolve with the future of the organisation .
It should be used as a starting point in any recruitment or promotion process - ensuring that individuals understand the organisation ' s processes , values and objectives , that they buy into them , and encouraging the leadership of those who can continue to drive the change from within .
It should also be included in any training or personal development programmes for current members of staff , implementing it into their learning and everyday tasks .
Individuals should be acknowledged , appreciated and rewarded publicly for actively contributing to the change process . This will consolidate their support for both the leader and the whole initiative , something which may be required for similar situations in the future .
Dr . Clifford J . Ferguson is the Managing Partner of Rainmakers , and Board Member of Glad ’ s House Kenya . You can commune with him on this or related matters via email at : Drcliffordjferguson @ me . com .