Leading Organizational Change Series: Articulating a Powerful Vision

This week, we’re starting a series called Leading Organizational Change. This first episode focuses on Articulating a Powerful Vision. Whether you are in the C-suite, just beginning to lead initiatives that affect your entire organization, or aspire to do so in the not-to-distant future, this series will help you understand what is needed to effectively lead organizational change.

Let’s start with a concrete definition of organizational change:

“Organizational change refers to the process by which an organization modifies its structure, culture, strategies, or other elements to adapt to new situations or achieve desired outcomes. This can involve shifting from the current state to a desired future state. Change can be reactive (responding to external pressures) or proactive (designed to capitalize on opportunities).” 

Vision

Your company has introduced a widespread organizational change initiative, and you are leading your team through their roles in the change.

Whether you had a hand in developing the initiative or not, one of your most crucial roles is articulating the “why” behind the change so that you inspire your team and motivate them to action.

There will be people on your team who need that big picture; others who will need myriad details to understand how the pieces fit into the whole. Still others – I fall into this category – simply can’t get behind something without understanding why this change is necessary and important.

You want to address all these issues – the big picture, the details, and the why.

What makes a vision compelling and inspiring?

Clear Articulation: Paint a vivid and tangible picture of what the organization will look like, feel like, and achieve once the change is successful. Use descriptive language that appeals to the senses and emotions. Briefly acknowledge the current situation and the reasons why change is necessary. This provides context and validates people's current experiences. Understand that this is not a one-time communication, but ongoing and in different forms.

Explain the Purpose: Connect the vision to the company’s higher purpose so your team understands why this change is important and what problem it solves. People want to understand the significance of the change – and they want to feel that you believe in both the vision and their ability to achieve the desired outcome.

Highlight the Benefits: WIIFM – What’s in it for Me – is important here. How will this change make your team members’ work more meaningful, impactful, and rewarding?

Set Goals: One of your roles as a leader is to translate the overall vision into ambitious, yet achievable goals for your team. These goals should be challenging enough to excite your people – and realistic enough to seem attainable.

Active Listening: Create opportunities for dialogue and listen actively to people's questions, concerns, and ideas about the vision.

Inclusive Language: “We” and “our” will help to foster a sense of shared ownership. Invite your team to contribute their ideas.

Passion and Enthusiasm: Speak with genuine passion and energy about the vision. Your emotional investment will be felt by your audience and can ignite their own enthusiasm.

Simplicity: Avoid jargon and overly complex words, which can lead to your team feeling unsure and even questioning the vision. Deliver the message using clear and concise communication.

Authenticity: It is important that you remain true to your leadership style in delivering this message – your team will know if you are being disingenuous. Speak with conviction and assurance to convey your belief in the vision and the path forward. Remember that your nonverbal communication is more impactful than your words, so make sure there is alignment there.

Storytelling and Imagery: Use stories, anecdotes, and metaphors to bring the vision to life and make it more relatable and memorable. Paint mental pictures with your words.

Empathy: Acknowledge the potential challenges and anxieties associated with change. Show empathy for people's feelings and connect with them on an emotional level.

Let’s bottom-line it here:

·       Clearly articulate the what, when, and why of the change – understanding that different members of your team have different ways of taking in information, and you will need to communicate more than once, in more than one way. If you think you are over communicating, you are doing it right.

·       Your people must know what’s in it for them, how it will affect them directly – and you want to be open to hear and empathize with their concerns.

·       Set SMART goals for your team around the initiative that will keep them engaged and motivated.

·       Be genuinely excited about the change – your team will know if you are faking it.

There will be four episodes in this series; one each month for the next four months. Future topics planned are:

Developing a Strategic Roadmap

Embracing the Pushback

Resilience in Times of Transition