This text has been published first on 16. May 2024 as an article on LinkedIn 

Organization Development and Change Facilitation - Lighthouses to navigate stormy seas

 

Dealing with transformation can feel like navigating stormy seas. This is especially true in the recent years with existential challenges being perceived by many people. Even if for most people these challenges are more felt than measurable, in the end, what is felt is relevant and requires consideration.

Turbulent waters

In 2019 you might have been steering your ship through rough tides, when the COVID-19 wave hit. The pandemic shook things up big time. Companies had to adapt overnight, shift to remote work, and rethink their whole game plan. Change facilitation became crucial because people were dealing with a lot of uncertainty, and you had to make sure everyone was on the same page. 

Even strategic projects had to switch to full-remote collaboration. Something that was considered to be almost impossible before, when thinking about large ERP initiatives. Same is true and partially even more disruptive for certain parts of the line organizations of companies. 

Now, add a couple more waves: wars, climate crisis, and energy price issues. It's like your ship is in the middle of a tempest. Wars disrupt supply chains, the climate crisis messes with resources, and energy problems throw a wrench into the works. Don't forget the inflation storm raised by energy prices. At least in many parts of Europe - and especially in Germany - the foreseen economic slowdown or downturn is feeling like a strong current in a non-favorable direction. 

You might have planned for a smooth journey, but now you need to be smart and flexible to avoid some waves and prevent your ship from rolling. Your transformation project isn't just about internal changes but also about coping with the impacts of external challenges. People are worried about their jobs, companies are tightening belts, and everyone is feeling the squeeze. Now, your change facilitation has to include not just navigating the project but also reassuring your crew that you've got a solid plan. 

In these conditions organization development and change facilitation becomes even more important. In addition to staying on course despite the waves, your crew and cargo requires more than the usual care to stay aboard.

Lighthouses along the coast

The following topics can help to build and maintain lighthouses along the coast to guide your organization, employees and project teams through the stormy seas. 

  • Purpose & Motivation - Remind your team of the bigger picture and the mission at hand. Having a clear purpose is like seeing the guiding light on shore of the destination, motivating everyone to stay focused and on track despite the stormy circumstances. Some more thoughts on this "compass" you'll find in my prior posting on Organization Development in projects.
     
  • Autonomy & Guidance - In the midst of crises, it's essential to let your team have a say in decision-making. Giving them a sense of control helps navigate through uncertainties in turbulent waters. At the same time at least some of them will require the steady captain staying confident and providing clear guidance. To achieve this, clarity on roles and responsibilities is a good starting point.
  • Trust & Belonging - Building a sense of unity and support within your team is crucial during challenging times. Imagine it like having a close-knit group where everyone supports each other, creating a strong foundation and a safe place to speak up and share concerns. Listening without judging and being considerate about the emotions are key to be a trustful environment. Transparent and consistent communication as well as reliability in getting back on promises will pay-in on this trust as well.
  • Enablement & Empowerment - Make sure each team member is equipped and feels competent with the skills needed to face challenges head-on, even when the situation is tough. Knowing where to get support could also be a good thing. Actually this also relates to the 4-dimensions of responsibility.


Transformation is not a project, but a capability

So much for the most important aspects in general. Actually, it's things that should be considered in every transformation. Having this covered by your company culture, the leaderships mindset and your transformation approaches will boost the sustainability.

Considering the insecurities added from the outside it becomes even more obvious that: "Transformation is not a project, but a capability."

 

What are your thoughts on the "lighthouses" mentioned above and on the capability character of transformation?

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Weitere "Nuggets für Deine Projekte" findest Du hier.