According to KPMG’s Global Transformation study, a shocking 96% of organizations are in some phase of change. And while organizations look to management, especially front-line managers as their agents of change, they provide management training and access to a whole host of resources to help these managers effect the change.
Yet, only about half these organizations believe that they will succeed in either creating short-term wins or sustained value from their efforts. So, what’s going wrong? Why are organizations chasing change and investing in management training, but often failing to achieve their desired outcome?
Achilles heel of change
According to the report, Forbes Insights: Making the Change, the top reason for failure is ineffective execution (40%). Digging a little deeper, McKinsey suggests that half of all efforts to transform organizational performance fail because people in the organization defend the status quo.
This failure is often characterized as the “last mile” problem in implementing change. Even when the visionaries cast a careful and detailed plan for transformation, change initiatives can fail on the frontlines of the business. The best vision still needs a well-equipped change agent to convert the vision into reality.
Why do front-line managers so often fail in implementing change in that last mile? After all, they are usually provided detailed talking points and broad instruction on what needs to change. Perhaps it’s not with *what* organizations supply their managers, it’s their expectation as to *how* managers will implement the changes and *when.*
Journey vs. event
A paradigm shift may be necessary. Organizations that reframe management training as more of a journey with a developmental arc–rather than an event–may do their front-line managers and their overall organization a great deal of good.
As they reframe change as a journey that managers are on, they may use the following questions to benchmark management training progress:
- Are front-line managers able to identify and overcome the issues their team will face in operationalizing the change? Can they assess the impact a change will have?
- Do front-line managers believe their job is finished after they charge their team members with a “just do it!”?
- When they inevitably meet resistance, are front-line managers able to figure out how to work through it?
If your organization is pursuing change, and it likely is, your front-line managers need straightforward strategies for introducing change, gaining buy-in, and seeing it through to a positive result. They need tools that will help their teams succeed and make their lives easier.
Interested in developing these skills in your organization? Learn more by downloading Develop Managers To Implement Change Effectively.