How involved does your executive team need to be in change management initiatives? Sometimes the numbers speak for themselves:
- 31% of CEOs get fired for poor change management.
- 50% of leaders don’t know whether recent organizational changes have succeeded.
- 73% of employees believe their leadership is not trained to lead teams through change.
Often, change initiatives are driven by the mid-level of an organization and focus more on the employees than the executive team. When the change management plan forgets the top dogs, you get the stats above. Effective change management shares the vision, gains sponsorship, overcomes resistance, and shows the value of the change—down to team members at all levels employees and up to the execs.
The first, most critical step in any change management plan is to get your leaders on board and keep them engaged throughout the process. But with their many competing priorities and time constraints, how can you gain the focus of high-ranking leaders during a major change management initiative?
Here are five ways (a “playlist,” if you will) to draw in your leaders and orchestrate successful change.
1. “Empathy for the Level”: Understand their perspective
First and foremost, put yourself in your leaders’ shoes. Executives juggle multiple priorities and have a bird’s-eye view of the organization. They are often aware of the broader implications of any change, including risks and opportunities, but see those through the lens of the company’s objectives and financial obligations. It’s vital to present the change initiative in a way that aligns with their strategic goals and personal desires and proactively addresses their concerns.
Just like you’d prepare for any executive-level meeting, you’ve got homework to do here. Know your company’s strategic goals. Determine the specific main objectives for the leaders you’re addressing. Address how this change helps achieve their goals—for growth, operational excellence, and financial gain. Framing the initiative in terms of their priorities makes it easier for them to see the value and necessity of the change.
Remember, resistance is a natural part of any change process. When it arises, address it with empathy and understanding. Executives, like everyone else, can have fears and uncertainties about the change. Acknowledge these concerns and work collaboratively to find solutions.
2. “You’re the Inspiration”: Craft a compelling narrative
Stories have a unique power to inspire and mobilize. A well-crafted narrative, or “story,” that paints the future, outlines the journey and the challenges, and illustrates ultimate success can captivate executives.
Use vivid examples and hypothetical scenarios to illustrate the potential impact of the change. Describe what the future looks like with these changes in place, and connect this vision to the organization’s values and mission to appeal to your leaders’ sense of purpose.
3: “Back in (the) Black”: Support your proposal with data
Executives are data people; they’re often visionaries, but they intrinsically know the numbers. When pitching your change initiative, it is absolutely critical to show the impact with data. Explain how the change will improve efficiency or customer experience.
Accurate funding estimates of the proposed tool/platform/process or org change, resource allocation and dollars, and the change program itself will all be part of the equation. Show the need for action and the potential return on investment.
4. “(No) Communication Breakdown”: Foster open communication
Transparency is key. Executives need to be kept in the loop with regular updates and honest communication. This means sharing both successes and setbacks. By doing so, you build trust and demonstrate that you are managing the initiative responsibly. These sessions should be a two-way street, where their feedback is valued and incorporated into the plan.
Set up regular briefings where executives can ask questions, provide input, and stay informed about progress. Major change initiatives can take time to show results. To keep executives engaged, identify and highlight quick wins along the way. Smaller, immediate successes will demonstrate the initiative’s potential and keep morale high.
5. “Get Up, Stand Up”: Leverage their influence
Executives are influential figures within the organization. An executive’s voice can be a powerful signal to the rest of the organization that this change is both important and supported at the highest levels. Their support can cascade down through the ranks, encouraging wider acceptance and participation.
- Equip them with the tools, training, and coaching they need to lead through this change.
- Encourage them to visibly endorse the initiative through town halls, internal communications, and one-on-one conversations with key stakeholders.
- Help them lead by example by modeling the behaviors and attitudes they want to see.
- Celebrate their efforts by recognizing leaders who are committed to driving change, reinforcing the importance of their role in the process.
A case for change
By building a compelling case for change, engaging leadership early and often, and empowering leaders as change agents, you’ll create a culture that embraces change, adapts to new challenges, and thrives in today’s dynamic business environment.
The support of your leadership can make all the difference between the success and failure of your change management initiative—and the future of your business.
Facing an organizational change? Take our change assessment to see how prepared you are to tackle it.
Need help getting employees at all levels on board with change? Schedule a free chat with our change management experts.
