Are you frustrated
that your cost management initiatives are stalled, sabotaged or don’t
materialized as you planned? Does it take you six months to implement a
change that you thought would take only six weeks? Do you continue to
sit in on meetings that no progress is being made? Are commitments made
to you then broken later? If the answer to any of these questions is
yes, then you know how it feels to launch a change initiative and be
disappointed with the results. Why does this happen and how can you
build the momentum for change?
The Change
Resisters
Change resisters
prevent progress on change initiatives by creating false obstacles,
false arguments, false analogies, distorting facts, by procrastinating
and employing delaying tactics and obfuscations. All of these idea
killers take time to be employed by change resisters. It’s our job then
as change agents to emphasize results over activities, hold individuals
accountable for their results and the speed with which each
activity or task is accomplished on any new initiative. Setting strict
time lines for accomplishing individual tasks and completing projects on
time can accomplish this end.
Bodies in Motion
Tend To Stay in Motion
Physics 101 tells us
that bodies in motion tend to stay in motion if they have enough
velocity or speed to propel them. This is one of the secrets of change
management. The success of your change initiative is dependent on the
force or speed that you introduce it and sustain it. If you or others
involved in the change process procrastinate, loose focus, miss
deadlines, don’t make the tough decisions or spread your resources too
thin you will lose your momentum in the introduction of your change.
Thus, leaving you wondering why your project is moving at a snail’s
pace.
The 100-Day Plan
One proven tactic
for building momentum or speed into your change management process is
the 100-day plan. The 100-day plan focuses on a few critical
initiatives, creates a sense of urgency, provides a blueprint for
action, and launches multiple activities and continuous communications
simultaneously. However, the 100-day plan doesn’t mean trying to change
everything at once. You must select a few strategic tasks or projects
that will give you the highest return on your investment in money, time
and resources so as not to defuse your energies and enthusiasm of your
team members.
The Second 100-Day
Plan
“The second 100 days
(if required for your initiative) are about generating an unstoppable
momentum (or critical mass). Speed alone is insufficient”, says Elspeth
Murray and Peter Richardson. This unstoppable momentum is achieved by
documented results, which will generate enthusiasm at all levels of your
organization for your initiative; As opposed to languishing and dying an
unnatural death. It’s now the right time to identify any sources of
resistance, such as, non-performing team members and sacred cows so that
you can deal with them before they stop your momentum. It is also time
to promote the successes of your initiative over the last 100 days and
align your performance measures, compensation, recognition and rewards
for your work teams and high performing team members.
The First 100-Days
are Critical to Your Success
Most new initiatives
fail in the first 100-days of being launched due to a unclear mission
and objectives, flawed or nonexistent performance measurements, lack of
recognition, rewards and compensation, taking on too many task or
projects to manage effectively, and being hampered by weak strategies,
tactics or change processes. To achieve critical mass for your change
initiatives the most important ingredient to your success is the SPEED
that you introduce your changes that are necessary for building the
momentum for change. The 100-day plan won’t guarantee you success, but
it will give you a much better chance of success as opposed to
incremental change that we incorrectly believed would reduce resistance
to change over the last few years.
