Leadership in Change Management

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Leadership in Change Management

The business environment is a field of dynamics. What is new today is tomorrow irrelevant. This has put pressure on businesses to keep changing the ways of operations in order to remain relevant to their customers and other stakeholders. Unfortunately change management is difficult and not readily impressed because it comes with a range of consequences. The management needs to begin small in order to successfully monitor and evaluate the change process. Proper management of feedback is key in ensuring that the whole process of change is achieved successfully.

Change is desirable and attractive to most organizations though they are not assured of good results due to many uncertainties. It is both costly and embarrassing to initiate a process and fail. Many do not know how to manage failure.  The management must thus do whatever possible whether financial or emotional supporting in order to make the change process a success. Many organizations have not been able to recover after a failed change attempt.


It’s said organization culture defines how people relate and how processes are managed in order to obtain key results. Organizations with robust cultures tend to remain relevant for quite some time because it remains as the guiding principle for present and future engagements.

Leaders need to build cultures that is dynamic and able to stand lest of time. Furthermore, organization culture needs to be one that encourages continuous learning and change as the better but not last resort.



Planning defines the path the organization will pursue in the present and failure time in order to get the best result possible. It’s therefore an integral function of management that gives a blueprint. Change management is a process and not an event and thus calls for leaders to plan well in order to execute it well with full support of majority of the stakeholders.

Leaders must ensure that sufficient resources and time are available in order to property and successfully spear ahead the change agenda. They should also ensure that change management is carefully drafted in order to allow take-over that does not disrupt current state of affairs.

Leaders must ensure that staffs are adequately prepared to face the change challenges without fear. There should be proper and relevant training across-board to motivate staff to accept change agenda.

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Employees play a key role in change process. Leaders therefore need to focus on employees because they are the change agents. Change is a new monster and any ordinary employee would not welcome it with open arms. It is therefore compelling for the management to work towards motivating and assuring employees of protection and job security during the change process.

Helping employees through change is not an easy task. It requires formal programs that must be introduced gradually and managed with care. When cultural change happens, employees become aware that the measuring tools for performance and loyalty change suddenly. This threat to old organizational lifestyles leaves employees in a state of denial characterized by low levels of trust within the institution.


Top manage has the most critical role to play in change management because they are always held to account for performance of the organization. It is therefore uncalled for, for top leadership to abandon the change management to the junior employees. The change process must begin from the top levels of management. Employees tend to follow what their senior do. Therefore it’s encouraging to find top level of management leading in change crusade. They should lead and direct as well.


Involve all when rolling out the change agenda. It’s of great tragedy for an organization to implement change agenda with a few selected employees. This is deemed to fail miserably. A number of firms recognize the need for clear approach, when rolling out a new initiative on culture. The leadership team should meet regularly to develop clear definitions of the cultural practices that the organization would require now and the future. They should come up with suggestion boxes, where anyone in the company would post comments, responses, suggestions, and concerns. Leaders should then make key changes based on the feedback they receive and communicate clearly how the input they had receive is processed and managed.


Train and change mindset. When new ways of operations are adopted, the employees skills are rendered irrelevant and they therefore need fresh training to enable them execute their daily duties. Even though this comes with an extra cost, the management ought to carry out comprehensive training. Only this will make employees to accept and own the change process as well as becoming liable for failure of the new system. Further training should be carried out to positively change employees attitude and thinking for a complete overhaul of the system.


The organization should adopt the best Implementation strategy that’s rhymes with organization structure and culture as far taking into account the financial muscle of the organization. It should employ one that is most attractive to the employees to avoid individual and group resistance. A good number of new systems fail to yield desired results due to improper implementation.


Leaders should ensure that before change execution, proper benchmarking and monitoring should be done in order to adopt the best practices so that the new systems are guaranteed success by being accepted by employees and production of desired results. Organizations with outstanding performances should provide a basis for benchmarking.

In complex processes the top management is required to provide employees with guidelines for reference in day to day execution of their mandate. This will prevent employees from doing what they are not sure because it can prove to be too costly for the organization


Appraise and motivate

We are made to believe that only organization performances are recognized and rewarded! The executive should be able to recognize leading players in the whole chain of change process. Many tend to disguise in teams and groups when they are contributing too little for the organization.  A proper and clear appraisal system should be set in order to encourage every individual to strive towards set targets including change systems. If this is properly administered employees would be encouraged to undertake personalized learning in order to make change a success.