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Written and published by Miranda Wheatley Price
Director of Organisational Change

Reason 3 for stuck business performance (our change management consultancy shares how to become unstuck)

Linked In 1200X250Px Reason3 Transformational Change

As a change management consultancy, we recognise that successful leaders are dissatisfied with the status quo and constantly seek to deliver change to improve underlying performance and ‘make a difference’ within their organisation. 

But in reality this is a challenge to deliver. Why? Our change management consultancy cites the problem arises when underlying performance is stuck and the ambition to ‘make a difference’ is regarded as unlikely. This is often due to leaders having limited time to focus on making a long-term difference, as they get sucked into managing multiple and significant challenges such as short-term earnings, customer engagement strategies and improving capabilities whilst simultaneously trying to drive efficiencies. This leaves little capacity to address and deliver anything else. 

Whilst achieving short-term performance targets is important in managing the business fundamentals, issues arise when achieving short-term goals is a trade-off for progressing long-term objectives. After all, it is the long-term objectives that will deliver transformational changes and ultimately a step up in performance. 

Specialists in our change management consultancy cite the 3 barriers for why this happens:

  1. Lack of clarity and short-termism: The new growth strategy, priorities and measures are unclear so the organisation is both misaligned and ineffective in delivering change (making the difference) to the new operating model because managers grapple with competing priorities.
  2. Complexity and barriers: The current complexity of the organisation is underestimated and therefore barriers to change are not anticipated nor overcome easily; business complexity is having several interdependent and interconnected stakeholders, systems and organizational structures which make it harder to get things done.
  3. Legacy behaviours: ‘Legacy’ leadership behaviours pull the organisation back to traditional ways of working. This is amplified when short-term profit ‘shocks’ hit, resulting in leaders resorting to traditional ways of working - known to some as ‘organisational stuck-ness’.   

In a series of short articles our change management consultancy experts explore each of these barriers in turn and how to navigate around them. 

How to overcome the barrier: recognise your own behaviours are the starting point

So much of what we do day-in day-out becomes subconscious, so it is hard for leaders to understand how their own behaviours positively impact on a planned change or detract from progress.

To overcome this, our change management consultancy specialists advise that optimal behaviours should be clearly identified, aligned and reviewed as a key part of a change plan. Example behaviours that help leaders successfully lead change include:

  1. Being accessible, approachable and supportive to your management team. Also, being constantly curious by using feedback loops which will help identify barriers quickly and create an honest dialogue on how together you can overcome them.
  2. Being open to challenging your own assumptions and beliefs so that you can become increasingly open to new solutions that are not part of your past success. Coaching on moving away from ‘legacy behaviours’ will support this and can create a team environment where being challenged on ‘old ways of working’ is a welcome opportunity rather than a behaviour to fear.
  3. Readily acknowledge and recognise shifts in performance, behaviour and best practice to help people understand what ‘good’ looks like. Show you have noticed and recognise the contribution people are making to delivering transformational change.

Want to read about all 3 barriers and how to overcome them? Download the full guide by completing the form below.

Transformational Change To Shift Performance 9

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