Maturity Assessment of Leader

When organization starts moving towards its next level, it becomes mandatory for the business owner / key stake holders to introduce some changes. The change is likely to have both positive and negative impact on the whole organization so business owner should have very clear vision about the required changes before initiating changes. They should discuss with key employees or a core management team in detail describing the phases of change, expectations from the changes in terms of business benefit and also discuss what employees can expect out of it.

Objectives of the Changes at a project level, go-to-market strategy, and service delivery should be crystal clear Even the process level changes should be well planned in advance so as to ensure smooth introduction. They need to ensure that it does not hamper the moral of the performing employees and do not create an atmosphere of fear among the employees. Percentage of required changes will depend on the vision of the business owner and key stake holders.

Ownership for implementation is also very important and it should be managed by matured and experience person to ensure that the employees take on their changed job role without any fear. This is a tough job which can only be handled by efficient, matured and experience person. It is mandatory to drive the change manage process avoiding the loss of valued employees and minimize business disruption from the change.

Ownership of implementation given to an amateur is sure of negatively affecting the organization on every aspect.

Question here is how do we ensure that the person responsible for implementing change is knowledgeable, experienced and matured enough to manage and valued employees are retained? How can we ensure that he is the best fit? Most business owners do not take this seriously so they do not deep drive into the possible impact analysis. Sometime they simply appoint someone to just introduce and implement changes. If the person does not have domain knowledge, experience and maturity the outcome will damage the company is extremely bad manner.

Selecting leader for driving change management initiatives will need sharp appraisal before assigning. Their back ground, track record, domain knowledge, proof and reference checking is a must.

Check list for appraisal of Change Leader is suggested below:

Capability Area No. 1: Leadership capabilities:

• Change management capability and past experience
• Change initiatives capabilities
• Vision clarity for the organizational Business rules, policies and procedures
• Deployment effort planning
• Communication effectiveness on the importance of changes
• Specific skills in making change management a mandatory requirement

Proof / Example cases:

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Capability Area No. 2: Application – (Tradition usage of processes and tools on projects and new change process initiatives.)

• Parts of the organization (divisions, functions, units) applying change management
• Availability of required tools to manage changes
• Availability of time and resources to apply change management at project level
• Percentage of projects won as a result of applied change management

Competencies Capability Area No. 3: (Competencies - Competency and skill-building for "leading change" throughout the division / organization, based on employees' relationship to change. Example from the competencies capability area)

• Training and competencies for change leader
• Training and competencies for executives and senior leaders
• Training and competencies for middle level managers
• Training and competencies for employees
• Training and competencies for project team members
• Continuous learning opportunities for all

Capability Area No. 4: Process Institutionalization – (Moving towards common and consistent application of an organizational standard approach to changed process. Models from the institutionalization capability area)

• Acceptance of a standard approach
• Providing standard tools
• Establishment of criteria for applying change management
• Structural elements (e.g. functional group, Community of Practice, networks, etc.)
• Integration into standard project delivery process
• Integration into standard go-to-market process
• Embedding change process into ongoing systems
• Integrating with "change-initiating" processes and systems (e.g. Six Sigma, Strategic Planning, BPM, etc.)

Capability Area No. 5: Socialization (Understanding, appreciation and acknowledgement of the necessity of changes on efforts in the organization. Specimens of socialization capability area)

• Understanding of value
• Buy-in and support for applying change management
• Common and shared definition of change management
• Reinforcement of change management
• Cultural value related to managing the people side of changes

Not general leadership, but leadership support provided to the employees in specific project deals and specifically for applying own efforts in winning important projects for the organization can create employee confidence in the changes. It should reflect as an expected outcome and positive artifacts in terms of employee morale, attrition ratio and revenue gain (or loss).

Integrated changes in functional areas should be able to achieve the expected results without any negative cultural effect of turnover on other employees and should be realizing benefits in terms of revenue and profit.

BHARTESH SAGAR

bhartesh.sagar@hotmail.com  

February 7, 2014