Who’s really leading your change programme? and is anyone following?

Extensive research by McKinsey and many others shows that 70% of change programmes fail to achieve at least one of their most important objectives. Most people occupying the C Suite know this. Yet organisations across the globe launch change programmes believing that ‘this time will be different.’

Confidence often stems from belief in the company culture. The organisation knows how to get things done and solve problems – it’s what we do all the time. The other source of confidence is the conviction of the people leading the change.

What leaders tend to forget is history – the previous change initiatives that fizzed and popped for a while before fading. Sadly, your team doesn’t forget. Right there, from day zero, your change initiative is at risk. There is a disconnect between the enthusiasm of the change leaders and the fatigue of people at all levels through the organisation. This disconnect is part of what we call the ‘performance climate.’

Climate is how members of an organisation view and experience what might best be described as the mood or atmosphere within their team across six critical performance dimensions: goals, roles and process (transactional performance), and adaptability, connection and resilience (transformational performance). The Performance Climate System (PCS) helps you accurately track the performance climate across the organisation.

The Right Climate for Change

If your people are not ready to change then neither is your organisation. Even change programmes that start well often run out of steam as team members become progressively disconnected. People leading the change understand the need for it, they see all of the activity and stay motivated. Those affected by the change feel a bit left out. Some may just see the prospect of change for change’s sake or a threat to their job.

Unless you can measure the divergence between the leaders’ views and commitment levels, and those of their teams, before, during and after the change programme, failure becomes almost inevitable.

The other danger with change programmes is that organisations can lose focus on current processes. In other words, transactional performance drops off. This brings potential impacts with customer satisfaction, quality and safety. Transformational performance is getting all the attention.

PCS is based on extensive research into the link between climate, performance and leadership effect. It allows you to benchmark teams of different sizes, shapes and outputs to obtain a universal measure of performance.

For complex organisations the Organisational Performance Dashboard (OPD) provides a clear picture of the critical dimensions of performance right across your organisation. You can quickly identify performance risks and make purposeful targeted interventions.

Want to know more? View our case study to see how PCS and the OPD were applied to a successful global change programme. Or contact PCS to see how we can put your change programme on track

for success.

Zac's Challenges:

Zac’s tech business is growing rapidly. He’s gone from being a developer with a good idea to now overseeing an ever-expanding team. Zac knows that in order for the business to grow successfully, it needs to stay true to its founding values and his staff need to feel valued and engaged. Zac wants to understand if he and his team are on the same page and he needs to do it quickly and cost effectively.

Zac's PCS Solution

Zac decides to use PCS Lite to get a quick temperature check of how his team are performing and what they think about the business. The PCS Lite report quickly surfaces the fact that his team have lost sight of the organisation’s purpose and goals. Zac realises that he needs to improve his on-boarding processes and help orientate the new team members better in the company culture and vision. 6 months later, Zac uses PCS Lite to check his new onboarding process is working; concludes that the growing team are much better aligned to his vision and are generally operating in a more positive working environment.

Annabel's Challenges:

It’s Annabel’s job to help the Partners in the firm manage their clients and ensure they’re consistently adding value. Recently, Annabel has been asked by one of the Partners to find a tool or framework that the consultants can use to benchmark new clients looking for team and leadership improvement programmes. It needs to be cost-effective, established and reputable and able to be branded with the firm’s own logo.

Annabel's PCS Solution

Annabel recommends PCS Pro to the Senior Partners as it provides an objective measurement of team and leadership climate against which the consultants can build performance improvement programmes. PCS has a good track record, academic validation, excellent training and customer service, so she’s confident that it’s the right tool for the firm’s consultants to use.

Sarah's Challenges:

Sarah has to keep across the multiple training and development needs in the organisation and do it within a tight budget. Recently, Sarah’s been asked to design a L&D programme that improves the staff retention rate and helps staff feel more engaged with the changes happening in the organisation, not least the shift to more flexible working.

Sarah's PCS Solution

Sarah uses PCS to measure how different teams across the organisation are performing and look at any patterns which suggest the need for organisation-wide, leader or team training. Sarah notices that all teams and leaders have a low climate score in the Processes segment. Sarah knows that allocating budget in this area will improve performance. She works with the Senior Management Team to review the organisation’s processes as they transition to more flexible working and designs a training programme to support staff in the transition. She’s helped staff to feel supported, acknowledged and engaged which ultimately drives performance. 

Jim's Challenges:

Jim’s client has a team that’s not performing as well other teams in the organisation. The team has a high staff turnover, sickness and the lack of cohesion is impacting the team’s wellbeing and performance. Jim needs to get to the bottom of why this is happening and design effective coaching interventions which can generate tangible results for his client.

Jim's PCS Solution

Jim uses PCS Pro to measure / benchmark how the team and leader are performing across the 6 segments critical to team performance – Goals, Roles, Processes, Adaptability, Connection and Resilience. He can immediately see the disparity in Goals, Processes and Connection between the leader’s perception and those of her team. He uses this information to build a coaching programme designed align team and leader. After 6 months, the team seems to be more settled and productive. Jim remeasures using PCS Pro – the results show the client the effectiveness of his coaching intervention.