When changing process hits a bump
By Will Hill, MBA
September 12, 2022
Laboratories are fun! You get to control various elements and make assumptions that may not be challenged. For most accounting firms, their laboratories are made up of whiteboards.
We sit in a room, draw out the ideal change and toss around what we think will happen — even the bad stuff. We come up with contingencies, then hit the ground running. But inevitably, these change plans will hit a bump in the road. In fact, few changes of any scale ever go exactly to plan.
The question becomes this: What will you do? Or is the question this: What should you do? Well, to be ready to pass this test, here are some guardrails to put up at the very beginning of your process change.
Guardrail No. 1: Intention
Planning for process changes without intention and a clear purpose is a red flag. It is inevitable that there will be obstacles when you begin to implement a new process, and without being able to clearly state the reason for the change, things will fall apart. This breakdown can result in a full stop, confusion or a disjointed or underdeveloped process in the end. Be clear on the intention. Write it down and have it visually accessible. This will be an integral part of recentering your goals during the bumps.
Guardrail No. 2: Project plan
Everyone knows that for change to be successful, there must be a plan, but the reality is that this gets skipped when we’re in a hurry. We may have the right intention, and have documented that, but skipping the plan piece will not help your efforts to create successful change. The plan does not have to outline every detail, but it should clearly identify major stages, proper sequences and anticipated timing. It should also affirm responsibilities and the communication plan, should things start to go poorly.
Guardrail No. 3: Safety nets
One of the greatest builders of confidence is the contingency plan. If it goes off the rails, what then? We don’t like to talk about failure when we are enthusiastically setting off on a new path, but we must be realistic. And the more realistic we are with the risks, the more confidence we build in the skeptics. The safety nets do not have to be fully fleshed out, but rather sketched with some agreed upon triggers to be on the lookout for.
Guardrail No. 4: Feedback loops
Don’t wait for feedback to “just happen when it is needed.” Clearly outline the feedback channels and have preset times when feedback will be requested and solicited. Even firms who regularly make process updates, often fail to tell the team when feedback opportunities will be when the project starts. The team knowing when those feedback points will be allows the feedback to be thoughtful and not purely reactionary or emotional.
These guardrails are not enough on their own; there are two key mindsets aimed at driving the right behaviors that must accompany as you look for optimal results.
Mindset No. 1: This is not about failure; it is about learning, growth and iteration
If those working on the new process have a fear of failure drilled into them, you will lose the transparency you need to execute through this process. For teams to not focus on failure, they will need to keep the intention and purpose of the change at the forefront of their minds. If this slips back to a focus on simply following rote steps, then the focus on failure will grow.
Mindset No. 2: Success over ownership
For changes to be successful, there cannot be a personal focus on whose idea it was. Even if it was your idea, that cannot become a compromising element when it comes to decisions in the midst of the project. While this rarely starts as a point of tension, it comes to light as alterations and iterations are proposed. When rational changes are made, but the main source(s) of the idea push back without deep reasoning or grudgingly goes along; this is point where the danger starts. Don’t let it just slide, the team must hold to the objective of success over ownership.
Executing change is not always easy and there are bound to be bumps along the way, but with the right guardrails and mindset going into your change you can find success with your team.
Will Hill, MBA, owner of Will Hill Consults LLC. You may reach him at will@willhillconsults.com or
https://www.linkedin.com/in/wghill/. Learn more about Will Hill Consultants LLC at https://willhillconsults.com/.
