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REFLECT AND REVIEW THE CHANGES (Part of the Sustain Phase)

Measure success

There is a well known quote by Peter Drucker that says: “What gets measured, gets done”. Measurement is a key driver when looking for sustainable change.

It is essential that during the earlier stages of the change you have gained clarity on what are the key success measures. Once you have clarity around the measures, everyone can independently decide on the success of project. From the moment of design and then implementation, you should have measures in place to track the levels of progress, achieved value, usage, productivity and efficiency for the new ways of working.

Consider for a moment a systems change. Measures that you could consider for this change may include:

Measure Type Measure
Usage Number of claims processed.
Usage levels of old systems
Number of claims per unit of time.
Unproductive time.
Efficiency Error rates.
Customer feedback

PODS Compass

Previous Change Activity Next Change Activity
Where appropriate, the new behaviours should be reflected in performance plans, targets, KPIs and performance reviews.

When working with your team members to alter behaviour set measures of success to track progress and confirm changes.

Measure success

As the change comes to a close engage team members for their input on what they believe were the key success factors of the initiative.

Capturing success factors and successful implementation stories reinforces the success of the project and also provides drivers for the next change initiative. Make sure that you and your team contribute to the project close-out report, so that unsuccessful as well as successful occurrences are captured.

Reflect on leader’s change activities

    “Insanity: doing the same thing over and over again and expecting
     different results.”  (Albert Einstein)

As a leader, it is important to be able to review and reflect on your individual leadership activities. What have you done well? What can you improve on for future change initiatives? You can review your approach to change leadership by looking at the phases of P.O.D.S and asking yourself some questions:

Measure Type Measure
Plan Did I understand the impact of the change?
Did I take the time to identify what was trying to be achieved?
Did I seek out success stories of similar change situations?
Did I correctly identify how the change would impact my team?
Did I communicate the change in a way that inspired, motivated and engaged team members to be a part of the change?
Did I role model the new behaviours and skills at all times?
Was I an advocate for the change?
Did I motivate my team through their individual values?
Did I actively manage any resistance?
Did I build an appropriate support network through by change champion, advocates and early adopters?
Deliver Did I take the time to assess whether my team was ready for the change and implement actions accordingly?
Did I remove all real or perceived obstacles for my team members?
Did I deliver behavioural and skill-based coaching?
Sustain Are the new behaviours successfully embedded?
Are team members measured on their new behaviours?
Did we celebrate and reward change appropriately?

Vision for the future

Leaders often need to paint a vibrant and compelling vision for the future. It can literally be a picture that represents the journey or path of business change - a diagram that lets you plan the next steps. It may have road blocks that need to be overcome, it may need bridges to link to customers or partners, it may need signposts along the way.

The “Roadmap for the Journey” (as a line drawing attachment to this page) has been used with excellent success in teams within a number of organisations. You, too, can use it for workshops, innovation and coaching sessions, planning groups or to explain your business change plan.

You may choose to use your own method to develop your plan for change leadership. In any case, you now have a comprehensive how-to-guide to assist you in your transformation leadership role.

Post-it notes, different colours for each phase, can be used to good effect when using an enlarged ‘roadmap’ graphic with stakeholder groups. Please refer to the facilitator's guide in the resources below.
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