The difference between the best and the worst, between success and failure, between mediocrity and excellence, is often very small. Witness how tight the spread between first and last place can be in an Olympic downhill race. A single insight is sometimes worth a life’s experience. That is one reason why I call myself a lifelong learner. There is a constant need to fine-tune our skills, to be constantly on the lookout for those little things that make a big difference.
Change is constant and occurs whether we like it or not. Understanding its components on a personal level can help us translate that understanding to the organizational level; an important thing as organizational change typically affects many different areas of that organization. Maybe even more important is the effect that change has on the individuals within the organization, and the impact the change has on them.
Change is no longer interpreted in terms of being gradual, steady, progressive or linear; rather, the defining terminology revolves around the lexicon of hyper-fast, disruptive, transformative or non-linear. Consequently, the rules that have traditionally tried to encapsulate the phenomenon of change are also going through multiple revisions rapidly as past becomes an increasingly irrelevant predictor of the future.
“Learning In” to Create a High-Performance Culture: Psychological Safety Key to Unlocking Breakthrough Results
Have you created a work environment that, in theory, has all the elements to breed high performance, but are still not seeing the breakthroughs needed to propel your organization to the next level? What is it that is holding your employees back from excelling?
Attracting and retaining talent continues to be a challenge for employers due to the competitive job market, flat compensation budgets, shortages in critical skillsets and a constantly changing business environment. In other words, the life of the HR professional is not about to get any easier—unless we look within.
A study by leading strategy consultancy, McKinsey & Company, showed 70 per cent of all change efforts fail. Further analysis revealed a theme across the majority of failures. The Achilles’ heel of virtually every change program? Old habits.
Change management sounds complicated, the kind of thing you’d take a university course in. One should presumably understand various change models and have mastered change processes and have a variety of change management skills. This somewhat grandiose framing of change management is not wrong, just not that helpful. We can do better with a simpler perspective.