Navigating the Cs of Change
Change is constant, yet change is hard and is often scary.
Whatever the Catalyst for Change, the biggest factors in leading change are always human ones.
Byte Behaviour has developed a model we call “The Cs of Change” as a simple way of helping leaders to understand and embrace the challenges common to all change: the challenges that all leaders face, no matter what the change is.
Introducing our Cs of Change model
This short blog post/essay aims to give you a top-line introduction to The Cs of Change, while recognising that every business is different; every change journey is different; every leader is different… and every person is different. Applying our human-centric model to your specific business needs will help you to understand how to lead your organisation and people forward.
(NB this is just an overview: drop us a line at info@bytebehaviour.com if you want to discuss how Byte Behaviour can support your business in more depth)
Catalyst
The first C and the first step in every change journey. Essentially, the Why and the What of change.
Leaders need to understand the disruptors and the opportunities affecting their business. The combination of push and pull that is driving the need for change.
They also need to define the type of change that is needed: is it a total transformation, or perhaps more of an evolution or a shift in direction?
Customer & Company
Who the change will affect. In general, these fall into two categories:
CUSTOMER: the end users - typically customers, clients and key stakeholders
COMPANY: your people and partners, who need to accompany their leaders on the change journey.
Leaders need to engage and inspire the COMPANY to form a collaborative and inclusive Movement for Change with the CUSTOMER the focus at the heart of it.
Clarity
Leaders need to provide a clear vision of success to engage and inspire thier people.
Something that connects and motivates on an emotional level: exciting yet slightly scary.
Yet also providing more rational motivation, showing how their team goals and personal objectives contribute to the vision of success
Leaders must also clear the path to lead them in the right direction, and help people define the milestones and metrics along the way.
Culture
Leaders need to foster an environment where people and their ideas can flourish.
Workplace culture is a huge topic. It is all-encompassing and often hard to put your finger on.
The specific kind of culture leaders need to foster for o successful movement for change is a Culture of Innovation, Learning and Growth.
This is a culture of Test and Learn, underpinned by Psychological Safety.
One where there is no fear of failure. Where people feel safe enough to take risks, without recrimination.
Commence
Starting the actual change journey itself. Mobilising the team and initiating the movement for change
Depending on the size of the change, this can be a long and convoluted process.
Different people will engage with this at different speeds and at different times.
Embrace your First Followers and have the patience to nurture and support others as the movement for change grows and the journey unfolds.
Celebrate
This is often the step that leaders forget to do.
In fast-paced businesses we’re always moving on to the next thing, but taking time to stop, reflect and celebrate the successes (and the failures) is essential to the success of a movement for change.
So mark every milestone, share the learning, celebrate the right behaviours.
Recognise and reward those brave first followers, so that others also want to be a part of the journey.
There you have it. The Cs of Change. A simple model that is relevant to all change journeys, large and small. Both transformation and evolution.
It is important to note that these Cs are interdependent and are all essential to the success of a movement for change. Leaders need to make sure they pay equal attention to all of them. And remember, change is an iterative process: make sure you revisit all of these Cs on an ongoing basis.
C Minor
As well as the core, interdependent Cs above, there are a few other Cs that C-levels need to consider when leading a movement for change (Choice, Community and Communication, to name just three).
These minor Cs add nuance to your particular change journey and the leadership style that you use to affect change in your company, sector and industry . You might even come up with some Cs of your own
Closing Thoughts
As I said at the start of this blog post, every company is different, every change journey is different.
There are many different leadership styles but remember, don’t be too wedded to a single outcome.
Change is not a destination, it’s a journey. And leading change is a human challenge.
So embrace the rich, diverse and unique blend of skillsets and mindsets in your people, and let that get your business to where it needs to be.
If you want to understand how to apply the Cs of Change to your organisation and teams, let’s have a conversation.
We’ll start by identifying the Catalysts affecting your business
and the best way for your leadership team to navigate those. Together.