Without managers actively leading organisational change the game is over before it’s begun. Three barriers stand in their way – the belief barrier, ownership barrier, and capability barrier.
The Belief Barrier
Even managers can be sceptical of new ideas. For instance, they might be comfortable with existing processes, uncertain about the benefits of change, or worried about the impact their own roles and responsibilities. As a result, this “belief barrier” can manifest itself as passive resistance (non-participation) or active opposition.
Solution: Cascade Active Engagement
Executives need to champion the change and actively engage managers at all levels. This involves clearly articulating the “why” behind the change initiative and creating dialogue with managers about the challenges and benefits of the change. This in turn creates a sense of belief in the change and a desire to make it happen.
The Ownership Barrier
Some managers might not fully grasp the importance of their role in fostering ownership for change. This “ownership barrier” can stem from a lack of clarity about their responsibilities or a feeling of being out of the loop in the decision-making process. Consequently, they may fail to actively champion the change within their teams, leading to confusion and a lack of buy-in among employees.
Solution: Equip Managers with a Change Champion Mindset
Empower managers to see themselves as change leaders. Help them work out for themselves that successful implementation hinges on their active participation and leadership by example.
The Capability Barrier
Even when managers believe in the change and understand their role, they might lack the necessary skills and experience to lead effectively. This “capability barrier” arises from a lack of training or support in change management methodologies. As a result, managers might struggle with communicating the change vision, addressing resistance within their teams, or building support for the new way of working.
Solution: Equip Managers with Practical Tools
Provide managers with the tools and skills necessary to effectively lead change within their teams. This could include training in communication strategies, techniques for addressing resistance, and frameworks for building team buy-in. Offer resources and toolkits with practical activities that can be used to facilitate team discussions and address potential challenges. Additionally, consider coaching programs or mentoring initiatives to provide ongoing support throughout the change process.
By acknowledging the potential roadblocks faced by managers and taking proactive steps to address them, organisations can unlock the power of their leadership teams. By building belief, fostering ownership, and developing capability, managers can become the catalysts for successful change, driving positive results and ensuring a smooth transition to a new way of working.
For more details on over coming the belief barrier, ownership barrier, and capability barrier see www.5forcesofchange.com
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