It doesn't matter what I'm working on, I see the process for creating
change to be the same. It's what I call my formula for BLOOMING:
knowingness + ritual + action
Knowingness. The key to any successful change is to start with data about where you are and what you want. I call this knowingness.
When I coach people, I take them through a process of
defining their personal wants: who & how they want to be, what they
want to do, what they want to have, and what they want to feel. Once
they have this #knowingness, they have a place to start.
When I coach teams, I take them through a process of
discovering their individual strengths and how their individual
strengths help or hinder the team so that they can create better
interactions.
When I work on programs as a Change Leader, my mission
is to get everyone to become a fanatic about the To Be state they are
trying to achieve. This knowingness of where they are trying to go helps
them understand all the things that have to change to get there.
Ritual. Once you have #knowingness, you
can start to identify the rituals, practices and processes you need to
put into place to get what you want.
With people, I explore daily practices, habits of
thinking, interactions with others, and rhythms. We also delve into
their belief system so that any new rituals align and are supported by
what they believe.
With teams, we examine current interactions (what works
and what doesn't), how team composition affects those interactions, and
implement proven process steps to improve the results of the teams'
interactions, with special focus on the specific strengths and
weaknesses of that team.
With programs, there are two filters I apply to any Change undertaking.
- How do I equip a project team understand and own their role in
identifying and facilitating change? In any sizable project, it's
virtually impossible for a single Change Lead to successfully identify
all of the project's impacts. Projects are successful when it's project
members understand that each of them should be always wearing a "Change
Lead Hat" and contributing to the overall project change plan.
- What levers of change need to be employed to ensure that
stakeholders progress through the change curve at the appropriate pace
from project inception to implementation to adoption & sustain? The
goal is to create a Change Plan that accounts for the end-to-end process
and succeeds at getting impacted stakeholders heads, hearts and hands
around why they should make a change.
Action. This is the fun part. It's putting all the
work into play. Trying it out. Seeing if it works. Making it work.
Iterating. Getting results.
And then moving onto the next change..... :-)
~M
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