Welcome back to “Harmonious Workplaces,” the podcast dedicated to exploring corporate culture, organizational change management, and workplace behavior. In this episode, “Practical Tips to Implement Change Final, Part 2,” independent consultants and hosts Rich Cruz and Ben Kleinman dive deeper into the crucial phases of change implementation and monitoring. Unfortunately, co-host Cheryl Vulpi was unable to join them, but Rich and Ben deliver insightful advice, building on their blend of theory and practice from various industries.
Revisiting the Foundation: The Early Stages of Change
Rich and Ben begin by recapping key takeaways from their previous discussion, focusing on the initial steps when an organization first conceives of a change. They emphasize the critical importance of clear communication, especially at the executive or “C-Suite” level, to ensure everyone is aligned on “the why” behind the change from the very beginning. This foundational understanding is crucial to prevent initiatives from going “off the rails”.
Another vital element discussed is the need for intentional, open, and honest communication about what is known and, equally important, what is not yet known about the change’s trajectory. This approach achieves two key goals: it fosters psychological safety by acknowledging uncertainty, and it invites employees to co-create the future, making them part of the journey rather than having change “done to them”.
Finally, the hosts highlighted the power of storytelling as an effective tool to help change resonate on both an emotional and intellectual level. Rich Cruz elaborates on a concept from fellow Certified Management Consultant Lisa Appelin, who suggests making the audience the “Hero” of the story, with the change leader serving as the “guide” – akin to an Obi-Wan to Luke, or a shepherd. This allows individuals to see themselves as active participants in overcoming challenges and achieving goals.
Executing and Monitoring the Change Initiative
Moving beyond the initial planning, Rich and Ben shift their focus to the execution and monitoring phases of a change project, drawing parallels to project management’s five process groups.
The Importance of Measurement: KPIs and Beyond
A key practical tip for this stage is the measurement of results and the establishment of Key Performance Indicators (KPIs). Rich highlights the advice of Allan Landers, emphasizing the need to set quantifiable and qualifiable KPIs before the change process even begins. Ben adds that while initial metrics are important, they may need to adjust and evolve as the project progresses and new insights emerge.
Crucially, the discussion extends beyond traditional financial or time-based metrics. The hosts advocate for also recognizing and measuring new behaviors that the organization wants to foster. For instance, a metric could be: “We started the journey and 42.1% of our employees showcase this positive behavior… by the end of the journey, 90% of our employees will show XYZ trait”. This behavioral measurement is seen as equally, if not more, important for cultural transformation.
Consistent Check-ins and Feedback Loops
To effectively monitor progress, regular check-ins are essential. These can take various forms, including surveys, one-on-one meetings, small group discussions, or attending team meetings. The goal is not just to push information out, but to receive qualitative and quantitative feedback from employees. This continuous pulse-taking allows leaders to adjust the pace and approach of the change – whether to accelerate, slow down, or modify messaging to address resistance with data or emotional appeal.
Leveraging Social Influence and Amplifying Positivity
A powerful strategy in the execution phase is to leverage social influence by identifying “change champions” – individuals who can influence resistors within their departments. The example of a “friend in another department” convincing a “laggard” to become a late adopter illustrates the potency of peer influence over top-down edicts.
This also ties back to storytelling: when a resistor becomes an adopter, their journey can be woven into the change narrative. The hosts suggest crafting stories rooted in challenges, as every good story has a hero overcoming an obstacle. They advise depersonalizing the challenge (e.g., focusing on the threat to one’s sense of worth rather than personal dislike) and then showing how the change provided a solution, leading to a deeper, more valuable outcome. Amplifying these positive transformations encourages others to get on board, demonstrating that change can be successful and beneficial.
Sustaining Momentum: Communication and Learning
As the change unfolds, maintaining momentum requires consistency and strategic support.
Consistency and Multimodal Communication
Consistency in messaging, storytelling, and celebrating wins is paramount. Small, in-the-moment recognitions are as valuable as larger events. Moreover, organizations must plan their communication strategy to use various channels effectively. This includes physical gatherings, digital platforms like Zoom or Teams, project management software (e.g., Asana, Basecamp), and judicious use of email. Developing a “Communications Cascade” or comprehensive plan is crucial for intentional outreach.
Formal and Informal Training Opportunities
Finally, a critical practical tip is providing intentional training and learning opportunities. Whether formal or informal, these educational avenues must be tailored to the culture and specific needs of the employees. Different people learn in different ways, so a multimodal approach to learning materials is key – encompassing synchronous/asynchronous sessions, videos, stories, reading materials, and in-person sessions. Rich notes that fostering a learning culture significantly boosts self-efficacy, self-confidence, and organizational commitment among employees, cultivating the next generation of leaders.
Looking Ahead
Rich and Ben conclude, acknowledging that this episode still only covered a portion of their best transformation tips, hinting at a “part three” that will delve into “refreezing” the change and empowering clients to sustain it independently. Their key takeaways from this discussion include: continued use and evolution of stories (especially hero-challenge narratives), intentionality around communication cadence and check-ins, multimodality in messaging and learning, and a clear focus on tracking and adjusting metrics – including those related to behavioral change. After all, as they say, “what doesn’t get measured doesn’t get done”.
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