Able: Do your people have what they need to be effective and productive after change?
adj. having considerable skill, proficiency, competency or power needed for a task.
Once a change is delivered, tasks are handed over to recipients to ensure continuity of transition into business as usual. In many cases, there is a period while the business adapts to change, temporary adjustments are made, and performance dips are overcome. This needs to be recognised and provision or arrangements made to support the people in business areas impacted by the change through this transition.
The question leaders need to ask (and find an answer to) is: ‘What do our people need to be effective and productive post-change?’ Upskilling people requires the assessment, planning and deployment of considered, practical learning to enable and sustain new ways of working. A learning needs assessment indicates the gap between the ‘as-is’ and ‘to-be’ knowledge, skills, behaviours and performance of the employees impacted by the change. Identifying the resources and requirements for learning solution design, content development and delivery will help to ensure that operational leaders understand the necessary lead-times, dependencies and logistical effort for training.
Early guidance on how training will be developed and delivered needs to be communicated to reassure staff that they will be provided with the skills and information they need to do their roles post-change. The design of a people-centred learning solution also needs to consider learning preferences, delivery method and metrics that balance the needs of the organisation to realise the change benefits with the people who will need to balance their day-to-day workloads and performance targets with time required for learning and training.
People who struggle with a fast pace or uncertainty are less likely to feel motivated at work and more likely to become overwhelmed. Personal setbacks and crises don’t go away just because work is already difficult, and stresses are not limited to the office. That’s why resilience — maintaining equilibrium under pressure — is among the most important skills for leaders at all levels to master.
Leaders are entrusted to ensure that the current business model is solid, efficient, effective, and stable, and implement the changes to be more competitive in the future. When leading change, it helps to understand that guiding people through change isn’t a problem to solve, but a polarity to manage.
When you understand the process of change from a people perspective, you’ll have a better picture of what is needed and when, to be successful. Every organisation can increase their chances to achieve the change outcomes and benefits they need by using a Business Change Development Framework to support their people to be:
READY – prepared to accept change.
WILLING – motivated with an attitude inclined to support change.
ABLE – equipped with necessary, skills, knowledge & behaviours to sustain change.
If you need support with enabling your people to be ready, willing and able for your business change programme please contact us.
At Marlowe we partner with you and your organisation to deliver large scale, complex transformation and change. We deliver business change solutions, change capability, assurance, training, leadership effectiveness and cultural change.
Our focus is on your people to ensure your change is delivered practically, successfully and sustainably.
Please contact us if you would like to know more about delivering exceptional business change.