How to Lead Change – Tip 2, Do your analysis!


Last month, in How to Lead Change – Tip 1, I looked at the emotional stages people go through during change and how to move them through those stages to a state of commitment. This month I would like to focus on the process of change and how you can plan for it.

The first stage is to analyse the situation. You can do this as an individual but it’s a good exercise to do with your team once or twice a year. Your analysis enables you to take stock of the current situation and think about the future. I use three main analysis tools which are:

  1. SWOT (strengths, weaknesses, opportunities and threats)
  2. PESTLE (political, economic, social, technological, legal and environmental)
  3. AI (appreciative inquiry)

SWOT analysis is a very widely used tool and I recommend working through it as a team. You can ask team members to conduct their own SWOT analyses before a meeting to go through together. This way I think you get far richer data.

PESTLE analysis has two functions:

  • It is a very useful way of thinking strategically about the bigger picture. It encourages your team members to think about the bigger picture and how it may affect you and your organisation.
  • It is a very useful way of educating your team members. People often don’t buy into change because they don’t understand why the change is happening. If you use PESTLE and facilitate a discussion, your team will work out why there is a need for change themselves.

AI is a great tool for keeping the discussion very positive. It has four stages:

  • Discover (what works well at the moment?)
  • Dream (what would work well in the future?)
  • Design (planning processes that would work well)
  • Destiny (the implementation of the processes)

You can run a productive and very upbeat team offsite using AI as a basis for discussion.

Use the results to:

  • Identify what changes will help you be successful in the future
  • Stay ahead of the competition
  • Be proactive – don’t just react to external changes as they happen
  • Feed into customer feedback, research and employee surveys

And finally…

  • Plan your strategy

Make sure you have a group of like minded, influential and inspirational people in your team to help you sell the change to the rest of the organisation.

Next month I’ll look at how to set the vision and how to communicate it in everything that you do.