A new process needs to be introduced. Perhaps the need initiated in an upper level strategy session, customer meeting, while solving a problem, or you just have a good idea.

After you ensure this is the right thing to do, how do you ensure the new way is actually implemented? How will your people know what to do?

Here are some quick steps and some questions to ponder. (We’ll go into much more detail in an upcoming Emerging Leadership Circle video lesson but would love your insights in the comments here.) We don’t always see each of these steps applied consistently.

Leaders must make sure their teams are covering each of these steps in any new process implementation no matter how small the new process may be.

• Teach in different styles and media – Everyone learns using a different style and pace. Accomodate the learning styles for everyone effected by the new process. Cookie cutter training doesn’t work. Use the principle of creating a foundation for change that makes sense to everyone and ties the new process back to the organizational strategy.
• Identify concerns - As part of understanding a new way of doing things it’s natural to try to poke holes in the new idea. This is natural and should be promoted and embraced. You may want to utilize the Change Breakthrough Analysis process to help with the reconciliation process and to identify potential improvements in the new approach.
• Work through problems – It is so easy to simply think about a problem, come up with a solution and move on to the next thing. Take the time to think through the problem, assessing all possible outcomes and derivations. This identifies roadblocks and allows you to move them in the least expensive way.
• Test knowledge – A Change Readiness mindset goes beyond the mechanics of completing a training task and digs deeper to ensure that everyone is capable of doing their job in the new environment. Did you go to class, and can you do your job under pressure are two very different questions.

Some questions to consider:

• Does the timeline you’re setting allow for training and retraining?
• Can the departmental measures accommodate a temporary performance reduction? Can you predict the length and depth of the performance hit?
• Can you help your boss understand the real needs

A major blind spot for leaders is the “just do it” mentality. Positional power may cause activity to occur when you say just do it. But, thinking through the problem and creating a vision for how to get it done and setting stretch but realistic targets is what leadership is all about. Leaving out this last step is the downfall of many leaders.

As a leader ‘just do it’ is only part of the job. Considering ‘how it can be done’ brings a realism to your work that results in a valuable bond between leader and team that cannot be discounted.

Photo credit spaceodissey

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