Leaders are tasked with carrying the weight of their organizations, while trying to initiate, or respond to, change at a rapid pace.
While leading change comes with the job of leading teams, it's often easier said than done. In reality, only around 30% of organizational change efforts are effective.
There are a number of reasons why these efforts fail. Organizational change is often complex. Even well-intentioned efforts to implement organizational change can be derailed by people’s tendency to resist change, and the unknown it brings with it.
The good news, however, is that enabling effective change is a skill that leaders can develop and strengthen over time.
Here are three considerations to explore when leading change at your organization.
Recognize the signals around you to surface what may have gone unnoticed
Before subscribing to a change effort, ask yourself: what signals are present in my environment and what could they be telling me?
Is your organizational performance declining? Are your clients and stakeholders vocally sharing their disappointment with your work? Is your organization experiencing high turnover, instability within leadership, and growing issues with management? Are processes and agreed-upon norms being ignored by team members who were previously engaged?
Perhaps, you’ve found yourself at a leadership table with the same people for years on end. And while this “stability” may look like a cause to celebrate, too much stagnation may mean that your organization is stuck in its own stubborn ways while the world around it is changing.
Not every signal is pointing to disaster or requires a large-scale change effort to reset—but being able to sense what’s going on in the present better primes you to be able to purposefully act when the time is right.