Leading and Managing Kidmin Change

The process of leading change will always look different according to the situation, but there are some key steps that need to be taken to lead change in just about every instance. Here is an acronym for the word C.H.A.N.G.E. to help remember each step. Remember the step may be more or less vital depending on the type of change necessary.

C reate your change initiative.

The key question: What needs changing?

There needs to be good reason for change (if you change things too often simply for the sake of change, then when it’s time for a significant change it will be harder to get people on board). Change should primarily be based on your vision and about creating a better future in some form or another.

H one change ideas through key conversations with core leaders.

The key question: Who can be influencers in this change process? 

For lesser change, or in cases of change because of danger (see our last post), this step is less essential. For significant change of any kind, however, you don’t want to go it alone.

Conversations with your core leaders (staff and/or volunteers) will help refine the change initiative, provide perspective you can’t have, create new elements to be added to the change, etc. In essence, it will take what (hopefully) is a good idea and make it better. We, as leaders, need to be humble enough to let this happen.

A great way to go through this process is by having the “meeting before the meeting.”This allows you not only to refine the idea but also answer questions, address concerns and create buy-in with those who will help influence others during the change process.

A ctivate a well thought-out plan for implementation.

The key question: How are we going to accomplish this change? 

A plan of action needs to be created with the input from core leaders (to help create ownership). This means the resulting change may not look exactly like it does in your vision. The plan needs to include the broader vision picture that is painted, as well as the details of implementation (primarily new structure, systems and processes).

The plan needs to be continually and effectively communicated through yourself and your core leaders. Along with the communication needs come equipping and empowering of others to accomplish the change.