The way you support and lead through change is a highly sought after skill amongst today’s senior executives. A good leader in today’s rapidly changing world is defined by their ability to successfully navigate their people through change.
In response to disruption, changing market forces and rapid advancement in technology, restructure is a frequent feature of business adaptation. Done well, the organisation and its people can flourish. Done poorly, a restructure can result in a suite of symptoms that, left unaddressed, can lead to rapid business downturn.
In partnership with a large healthcare institution, BCG developed a change management plan to support the CEO of their fundraising department through a significant restructure and culture change initiative.
BCG Senior Client Partner Nicole Hercus, facilitated a discussion amongst the team to agree on those behaviours that would enable them to deliver on their strategic objectives and those behaviours that would act as road blocks to their collective success. With this team charter in place, there was a renewed commitment to realizing the vision for the business.
At the conclusion of the process, the feedback from the CEO was overwhelmingly positive,
‘Bureau CG’s support, advice and all the hands-on work you have done has been so amazing from the crafting of the position description’s, support with transition, help with the performance planning and of course the profile assessments and team workshop.
Nicole, your facilitation of the workshop was inspirational. You took what could have been a threatening discussion and transformed it into such a constructive experience for everyone. We are already discussing certain behaviour as potential “terrorist activity’ that could lead to “war an desperation”!! We cannot thank you enough for your patience, diligence and sense of humour.”
New to the role, the CEO was charged with responsibility of reshaping the fundraising function to deliver increased revenue for the healthcare institution.
To inform the discussion, BCG fed into the process some organizational psychology and change management theory. This theory supported the group to understand how some of the dynamics and tensions that had emerged within the team more recently, were explained through an understanding of how groups respond in times organizational change. A palpable sigh could be heard as the team began to see how their behaviours and dynamics were typical of a system undergoing change and that with consciousness, they could better support one another to build a high performance team.
Our first collaborative initiative was to bring all the fundraising capability from across each of the individual business silos into one cohesive team. This initiative required a transfer of employment for all staff, new terms and conditions and revised position descriptions in line with the new org structure.
Leading up to the time of transition, we worked closely with the CEO to shape a series of face-to-face and written communications that walked the team through the upcoming changes, their purpose, timeframes and what to expect. These communications were carefully crafted and personal, acknowledging that change brings with it upheaval and before people can embrace the excitement of what this new opportunity will bring, they must first farewell what has been before. The CEO communicated an open door policy, inviting staff to make an appointment to met with her one on one should they have an concerns or questions about the organizational changes.
With a new organisational structure and reporting lines in place, the CEO led her people through a strategic planning exercise to develop a clear and compelling roadmap for moving forward as a collective.
With a strategic plan in place, we then worked closely with the CEO to develop a performance management framework to support each member of the team to work to their individual strengths, in partnership with their peers, to deliver their performance objectives.
We set high performance benchmarks for each role using the Profile’s International assessment tools. Every member of the team then completed a performance assessment, which was calibrated against the benchmark for that role, enabling us to see where each needed specific development support to deliver a high performance in the role.
The CEO held one on one meetings with each member of the team to clarify their performance objectives in the role, share the assessment findings and agree a development plan that would support them to deliver a high performance in the role.
Staff feedback from this initiative was overwhelmingly positive, many had never experienced an employer who invested in their development. The assessments helped them better understand their strengths whilst raising their awareness to areas they would need to focus on to deliver within the high performance benchmarks established for their role. They reported that the process was an empowering one and they all affirmed a refreshed commitment to working in this new way to deliver against the strategic plan.
Following the one on one’s we then designed a half day team workshop, to share with the team all of the insights gained through the one on one’s and to renew the focus for working in collaboration to achieve the strategic goals.
Staff shared with the team their individual feedback from the assessments, building a collective awareness about where the team could benefit form individual strengths and work together to support each other’s development.