Change Management Leadership Responsibility 3 - Including the 3 Sub Responsibilities
Updated: Apr 3, 2022
Change Management Leadership - Leadership of Change® Volume 4
Change Management Body of Knowledge (CMBoK) - Volume 4
Intervene to Ensure Sustainable Change
Responsibility 3: Intervene to Ensure Sustainable Change
The final responsibility for the leadership team in fully implementing their organisation’s change is ‘Intervene to ensure sustainable change’. Now that the leader’s change vision has been implemented, this is about making it sustainable and normal day-to-day operations. It is important that the leadership team are effectively and proactively intervening to reinforce the change.
“Without Intervention from leaders, the change will not be adopted or sustained”
Sub responsibility 3.1: Intervene to Ensure Adoption
No matter how well the change has been implemented into the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks.
“The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change”
Sub responsibility 3.2: Link Performance Measures
Most of the change programme activities will have been completed by this stage. The organisation will have invested a large amount of financial capital, resources and effort on this critical strategic change programme. Most of the programme budget will have been spent and it is now time to focus on benefits realisation, linking the benefits to organisational reporting and every employee’s objective.
“Change and benefits sustainment must be linked to the organisation’s and employee’s performance metrics”
Sub responsibility 3.3: Embed as Normal Operations
By this point in the change programme nearly all the leadership change responsibilities will have been completed. There are only three activities remaining, but they cannot be glossed over, or all of the previous hard work will be wasted. The first and most important sub activity is to transfer ownership of the project from the change team to operations or the new owner. For this to be effective, it must be a structured and formally recorded process.
“The change must be quickly embedded as normal day-to-day operations delivering the intended return on investment”
Peter consults, speaks, and writes on the Leadership of Change®.
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Peter F Gallagher is a Change Management Global Thought Leader, Guru, Expert, International Speaker, Author and Leadership Alignment Coach.
Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).
Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (May 2021 & 2020) by Thinkers360.
Ranked #2 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (Dec 2020) by Thinkers360.
Ranked #2 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (Aug 2020) by Thinkers360.
Business Book Ranking
Change Management Behaviour - Leadership of Change® Volume 6, listed among the 50 Books from Thinkers360 Thought Leaders to read in 2022.
Change Management Adoption- Leadership of Change® Volume 5, listed among year-to-date’s (Jul 2021) most popular books on business and technology from Thinkers360 member thought leaders.
Change Management Handbook - Leadership of Change® Volume 3, listed among the 50 Business and Technology Books from Thinkers360 Thought Leaders to read in 2021.
Change Management Pocket Guide - Leadership of Change® Volume 2, ranked within the top 50 Business and Technology Books (Jan 2020) from Thinkers360 Thought Leaders.