By Elisabeth Goodman, 26th February 2015
Roles of those associated with change programmes
I’ve just come back from delivering a seminar for the Midlands branch of the APM, with my colleague (and Chair) on the APM Enabling Change SIG, Martin Taylor. The event, “How to keep programmes on track and teams inspired during periods of change”, attracted a lively set of people. About a third of them were managing change programmes, another third were supporting programmes in some way and a further third were frequently (!) being drawn into change whilst addressing their day to day responsibilities.
This blog reflects some of the points that came up on the theme of proactive management of change programmes.
(By the way, this was our second visit to the Midlands branch of the APM. I spoke last year on Facilitating operational excellence in and for business change projects.)
The nature of change within change programmes
I was impressed by how some of the people I spoke to were doing what they did because they enjoyed the challenge of change. They were often dealing with continuous change, rather than discrete periods of it, had multiple change programmes on the go, sometimes juggling equal priorities, whilst at the same time coping with change within the programme itself. These ‘internal’ programme changes include, but are not limited to:
- Sponsor turnover
- Shifting objectives
- Additional constraints on timelines, budgets and resources
- External impacts – legislation, competitors, politics – the typical components of a PESTEL analysis. (We are now entering the “purdah” period for the forthcoming UK elections which brings additional constraints for those operating in or with the public sector.)
Strategies for keeping change programmes on track
Some of those present mentioned how they would like now and then to have just a few change programmes to deal with at a time.
They’d like to see some joined up thinking between programmes, especially where they are affecting the same stakeholders.
They’d also like the decision makers to remember why individual programmes are happening in the context of the bigger organisational strategy.
All of these and more formed the basis of a check list that Martin and I developed with the delegates for how they could proactively keep programmes on track during periods of change. (The full list, other notes and slides from the event will be posted shortly on the APM Enabling Change SIG microsite.)
Victims, survivors and navigators of change
The above proactive approach to change is also an illustration of how programme managers can effectively be navigators rather than victims or survivors of change (terms defined by Richard McKnight and further described in one of my publications – The Effective Team’s Change Management Workbook, RiverRhee Publishing 2013).
Being a victim of change, as the name implies, is an unproductive ‘us and them’ mindset where we blame others for the situation we find ourselves in and expect them to sort it out. Whilst we may occasionally need to give way to our emotions in this way, as leaders of change we do, at some point, have to shake ourselves up and get on with it.
Stoical survival techniques can also only be temporary. It’s a kind of “in limbo” state where we are only just coping, and it will bring its own stresses.
Navigators on the other hand are people who ‘embrace’ change and explore what they can do to make it happen in a constructive way: tackling the issues, anticipating the risks, and taking advantage of the opportunities that come their way.
Helping your team to be inspired during change
In the seminar we also discussed how managers can help their teams to be ‘inspired’ during the changes that affect the team: the sorts of changes that we outlined above. These changes can ‘hit’ the team at any stage of its development: whether newly formed, already storming or in full high performance flow.
We discussed how the programme manager can and should adopt the situational leadership approach: being highly directive during periods of uncertainty and ensuring that members of the team have one-to-one time to discuss their concerns and explore their ideas.
Members of the team, as much as the stakeholders affected by the outcome of the change programme, will benefit from plenty of communication. We all respond best when we have some degree of certainty and control over what happens to us.
Any information, however negative, or preliminary will help towards certainty.
Clear roles and responsibilities, and some level of involvement, will help people to feel more in control.
If, as a programme manager, you can provide this level of direction and support for your team, you will create the conditions where team members can feel more motivated, become navigators themselves and take more of a leadership role within their own domain of responsibility, and ultimately be more creative and inspired!
About the author
Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We use coaching, training, mentoring and consulting in our work with our clients.)
Elisabeth founded RiverRhee Consulting just over 5 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.
Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management) where she leads the Capabilities & Methods pillar for the Enabling Change SIG.