Change Leadership Alignment
The change question set all leaders should be able to answer
"Do you understand the organisation's change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?"
What is Change Leadership Alignment?
Change leadership alignment ensures that the organisational leaders are an aligned leadership team before they start their organisation's change implementation. This means they have the same change vision, they are aligned on their strategic objectives, they are a high performing team and they have the change leadership skills to lead the change, transformation or improvement that their organisation is facing.
Why is Change Leadership Alignment important?
Change leadership alignment is important because the skills required for leading day-to-day operations are very different to change leadership. Without aligning and preparing the leadership for their change journey, it is highly doubtful they will successfully implement organisational change to ensure a return on investment, achieve full employee change adoption, and sustainable change.
What are the key steps of Change Leadership Alignment?
Change leadership alignment has five key steps:
1. An assessment of previous change history to establish what went well and what needs to improve.
2. 1:1 Interviews with the leadership team to establish barriers and enablers to change success.
3. A strategic alignment exercise to ensure the leaders are aligned on the organisation's change priorities.
4. Develop a high performing team so the leaders can deliver the change together.
5. Develop Leadership of Change® capability, the knowledge and skills to lead employees through the change.
When does Change Leadership Alignment start?
Change leadership alignment starts on day zero of any organisation's change journey. Unless the leadership team are aligned and committed, the change is unlikely to provide the targeted return on investment (ROI).
What are the key responsibilities of Change Leadership?
There are three critical leadership responsibilities to implement successful organisational change:
Articulate the vision
Model the new way
Intervene to ensure sustainable change
Change Waits for No Leader
The strategic change leadership alignment process develops change leadership capability so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits.
Five Step Approach to Leadership Alignment
Change History Assessment©: A data driven approach to establish how successful the organisation was at previous change.
1:1 Leadership Interviews: Peter will interview each of the leadership team to establish the gaps within the organisation and the barriers to implementing strategic change successfully.
Strategic Alignment: The leadership team should be aligned with the organisation's strategic priorities and their vision for change should be prepared.
Develop High Performing Teams: The leadership team will have to have trust and stay committed so they can achieve their objectives and goals.
Develop Leadership of Change® Capability: Change management gamification will be used for experiential learning during a change case study where the leadership team gets to assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain.
"The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR"
We are in the middle of the fourth industrial revolution (4IR) and change will become a constant within every organisation. This technology revolution shows no sign of slowing, and future leaders will have to be equally skilled at simultaneously leading operations and change implementation. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.
Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. Change capability starts with the top leadership team, they understand previous change history and the barriers to success so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change.