The “Change” Lens makes it possible for leaders to zoom in and out to see the complexity of change situations, the degree and pace of change that an organization can tolerate and the most effective methods to align people, communications and other resources to implement successful change. Leaders who are facile in the use of the Change Lens recognize that change is about “change” and it is about “transition”.

What? Sound redundant? Maybe not. Change is about a move to a new office building or a change in working hours. It is about the resignation of your mentor or the mandate to use new technology to perform your work. It is the switch from one group health plan to another, the addition of a major account to your workload, and the new company acquired by your employer. It does not matter if you create a change situation, are asked to lead a change situation created by another, or are the recipient of a change situation. Whatever the circumstance, wearing the Change Lens can help you identify the most effective methods to align yourself and others with the desired outcomes.

As a leader, use the Change Lens to help others navigate change: (source: Harvard Business Review. Leading Change: Why Transformation Efforts Fail, John P. Kotter, January, 2007.)

• Develop a clear rationale for the nature and timing of the change
• Build momentum by sharing background information about what will happen if the change is not realized
• Mobilize efforts through the work of a guiding coalition
• Communicate expectations, benefits and tradeoffs and send aligned messages about the future that is being created
• Cast a wide net to find the early adopters and give them room to run; build momentum with quick successes and integrate new practices where appropriate
• Combine successes to create a critical mass of support

Edgar Huber, Juicy Couture’s President, helped his business manage change by dividing change into two “buckets.” These buckets he called mechanics and dynamics of the top team, and he stressed that they were interdependent and equally important to address. “We needed to rebuild and professionalize everything from design, sales and marketing to public relations, human resources and finance.” He knew that he could not rebuild the business by focusing only on the mechanics of creating more clarity around the value drivers and aligning top leaders around priorities, but that he would also need to focus on the dynamics that were connected to the mechanics. For example, he needed his leaders to develop more self-awareness and understand how their behavior affected others. He also realized that people needed help with the interpersonal communication skills needed to discuss with other work teams what was needed to effectively collaborate to hit their targets. By paying attention to how his leaders were affected by change (and not just focusing on the change itself), Huber was able to lead Juicy Couture through significant change in a remarkably short period of time.

Successful leaders like Edgar Huber help their teams manage the mechanics and dynamics of change remembering to create a compelling future state, communicate a believable and understandable rationale for moving on, offer a workable, and comprehensive plan to help people involved in the change get past the real personal costs and losses they are experiencing because of the change.

As priorities change, as new organization structures take shape, and as people use their talents in innovative ways to achieve agreed upon goals, the change will stir up feelings that will eventually show up at the workplace. Leaders who make time for people to help them get a handle on what they are feeling and support them in figuring out what response is right for them are far more effective in the midst of constant change. The Change Lens helps leaders manage the change itself and pay attention to the psychological needs associated with the change. These skills together help ensure successful execution of strategy. The Change Lens makes it possible to understand simultaneously where the business has been and where it is headed.

Three Focal Points of the Change Lens

As a result of using this lens, leaders:

Identify and communicate the need for change.

• See the misalignment between the current state and the preferred future.
• Know how to best communicate the preferred future, the rationale for moving on and the process to help people let go

Understand how to help people transition through complex change.

• Understand and address both the mechanics and the dynamics of change.
• Develop skills that support and enable effective transition.

Integrate change management practices into day-to-day workplace activities.

• Recognize how change management practices simplify complexity.
• Utilize change management frameworks, methods and tools to improve alignment of strategy, organization and talent.

This is an excerpt from Chapter VII
 of Shockproof: How to Hardwire Your Business for Lasting Success (Deb Jacobs Hamby, Garrett Sheridan and Juan Pablo Gonzáles)

This is part 3 of our Leadership Lens series.

Part 1: The Systems Lens 

Part 2 : The Value Lens