Looking back and focusing forward

I wanted to take a look back and talk about the 3 key things we have observed last year in helping others deliver and embed change successfully;

1. You are only as good as your people- look after them.
2. Effective Sponsorship- ensure the direction of travel is clear and that key stakeholders are bought in.
3. People have busy lives away from work-  they may look ok on the outside but have a lot going on that will impact them professionally and personally.

We have worked with a number of organisations that have internal delivery functions but this is not to be confused with effective change management. Once we spent some time with the teams and people both from a delivery perspective and those embracing and embedding change, it is clear that an air gap exists between the two and that is where we have been most effective. In understanding the skill gaps and working closely with people, we have been able to close that gap to make changes more sustainable and also working together to develop a continuous improvement mindset and leave organisations better placed than when we found them.

I don’t want to get all political but will use the “B” word here…BREXIT as a fine example that can also be true of some organisations, showing how not to deliver change from a sponsorship perspective. An effective sponsor should be clear on vision and set clearly defined and measurable objectives with associated deadlines. They should have the ability to work collaboratively with stakeholders to get buy in and support for the vision (even if not everybody wants such a change) and together this should underpin a road map for delivery and with it clear and consistent messaging to those impacted by the change. Any ambiguity can be fatal to confidence, buy in and trust that can become toxic for change.

Change is undoubtedly becoming a constant in our lives and more so in our working environments. Having the ability to deliver change management is a skill, amongst other things it involves interaction and engagement at all levels. At times, you may be seen negatively by those impacted by change as not everybody likes change. We are just the facilitators and change is driven by the business, yet a key factor commonly overlooked is that of mental health. When signing off a business case how many organisations consider change fatigue, not only in terms of the specific business unit or department impacted but looking more closely at the people themselves both personally and professionally. It is ok to say “no” and sometimes being brave as a business when the timing or circumstances is not right might be the right decision.

What else do your people have going on in their lives and how does that affect them? People will display differing signs (or none at all) but that does not mean they are not struggling. Ever tried doing multiple tasks at once under pressure?

There are no hard and fast rules around change but listening and putting yourself into other people’s shoes is a great starting point.

Just wanted to thank all those that have worked with PCP across the year and we look forward to working together in 2019. We have some excellent assignments currently and please do get in contact if you think we may be able to help or you may like to be considered as a PCP associate.

Our assurance service has been particularly popular in providing cost effective total peace of mind and confidence to programmes and projects that they will deliver on aims and objectives. Our service has increased the chances of success in identifying and mitigating key risks alongside a truly independent and unbiased evaluation, led by a graduate of the government’s Major Projects Leadership Academy.

If you would be interested in a dynamic 3 or 5 day review, completion and final report 30 days from commission with a simple and competitive one off fee then please get in contact.

Happy New Year

PCP