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When organizations embark on change, the instinct is often to select a methodology, deploy tools, and track progress.
While these steps matter, they’re not the starting point. Before diving into process, leaders should take a systems view and understand three foundational elements that will make or break any change initiative: organizational culture, operating model, and leadership.
Culture: The invisible force driving behavior
Culture is the system of shared assumptions, values, and beliefs that influences employee behavior and defines a company’s unique personality. Additionally, culture can be seen as the emergent result of how decisions are made, what gets rewarded or punished, and which behaviors the system makes easy or hard.
Ways that HR leaders can leverage culture during change include:
Model the new behaviors: Demonstrate the new behaviors since employees follow what they see and not just what they hear from their leaders.
Foster empowerment: Provide opportunities for employees to engage in and own the change.
Collaborate as “one system”: Work as one organization, not siloed departments or units, and make this approach as the acceptable norm.
Recognize culture bearers: Spotlight those who champion the change.
Leaders should take a systems view and understand three foundational elements that will make or break any change initiative: organizational culture, operating model, and leadership
Structure: The operating model that shapes outcomes
Organizational structure, as embodied through the operating model, defines how operations, processes, and resources are organized to achieve goals. The organization’s culture and operating model are intertwined. In fact, leaders should consider culture as the shadow cast by the operating model they design and manage.
Ways that HR leaders can take to leverage the operating model during change include:
Clarify decision-making: Explain how and why certain decisions are made during times of change; adjust the decision-making process if necessary.
Activate information channels: Use existing communication networks to influence and inform impacted groups and keep them connected to the change.
Enable learning: Activate systems for skill building and job-related support.
Measure and reward: Establish mechanisms to track progress and recognize those who align with new expectations.
Leadership: A social process, not a solo act
According to the Center for Creative Leadership, leadership isn’t about individuals, but a social process that produces direction, alignment, and commitment (DAC).
Direction means a compelling vision and shared purpose for the change; alignment means coordinating work and ensuring impacted groups are involved in the change and equipped to consume it; and commitment means fostering mutual responsibility and reinforcing new expectations.
Ways that HR leaders can leverage DAC during change include:
Establish: Introduce a vision to ignite interest around the change.
Engage: Communicate broadly and consistently to raise awareness of and desire for the change.
Educate: Provide upskilling opportunities so everyone can succeed during and after the change process.
Encourage: Recognize change adopters and coach those who drift from new expectations.
Establish mechanisms to track progress and recognize those who align with new expectations
Key considerations for HR leaders
Before launching a change initiative, therefore, HR pros should consider these key elements when supporting their organizational leaders.
On culture, do leaders visibly demonstrate behaviors that support the change? Will they empower employees to actively contribute to the change? Does the organization normally work in unison or in silos? Which culture bearers can model the new expectations from day one?
On structure (i.e. operating model), what is the decision-making process in the organization? Will it help or hinder the change design and deployment? Are the communication channels effective at informing and influencing the impacted groups? How will the organization upskill employees, measure results, and reward change adoption?
On leadership, do leaders have both a shared understanding of why this change matters now and a vision for the future? Are leaders establishing real alignment in how work will be coordinated across impacted groups? How are leaders ensuring that the impacted groups are committed to the change and willing to adopt it?
Change initiatives succeed not only due to the process and tools that are employed but also the systems that are shaped and established.
By focusing first on the system components of culture, structure, and leadership, HR leaders can create the conditions for change to thrive, not just survive.
Tony Gigliotti, MHRM, PHR, ODCP, RCC, is a senior leader in talent management and organizational development in the healthcare industry. He is a certified Prosci Change Management Practitioner.
With expertise in strategic management, change management, culture transformation, leadership development, and coaching, Tony creates systems that enable people and organizations to thrive. He is passionate about shaping employee experiences and driving sustainable organizational success.
