5 ways to supercharge your transformation projects and keep people on your side
5 ways to supercharge
projects and keep
people on your side
Undertaking a transformation project can be
exhilarating and nerve wracking at the same
Whatever its scale there’s lots to do including calling the right
people to action, creating project plans and prioritising actions.
Many organisations spend a lot of time and effort setting up the
programme, yet things can still feel somewhat out of control.
Despite the numerous emails you’ve circulated, people still don’t
get why you’re undertaking a transformation project.There are still
pockets of resistance, it’s getting harder to maintain momentum
and to top things off your head is starting to spin with all the things
that need to be done. It’s enough to make you want to go home,
close the blinds and lay still and quiet for a long, long time!
Thankfully there is something that you can do to keep on top of
it all. By following these five simple steps you can supercharge
your transformation programme and ensure that you deliver it
If you’re trying to transform your organisation but few understand
why, it is likely that the reasons for change and the how-to’s
haven’t been communicated effectively enough. Ineffective
communication is where many projects fall down.
As Kotter says ‘communicate, communicate and communicate
some more!’ Consider formulating responses to these three
n What is the current situation for your organisation? (from a
quality, access and financial perspective – and why this needs
to be improved)
n What is the vision of the future and the direction we are
n What’s my role in the transformation? Be specific and concise
Clarity is key
completed on time. Be precise and specific about ‘what’ needs to
be done and ‘how’ the necessary changes need to be made. Note –
telling someone is very different from training someone. If you give
people the tools and implementation support change will start to
happen at a quicker pace.
Sometimes inertia can be caused simply by lack of skills. Train to
up-skill people first and then check for competency.
Most projects will face a certain level of resistance and this is
usually because of a fear of change. The important thing is that
you expect it, identify it quickly and address the reasons for the
resistance head-on. Effective listening is an essential skill here.
It can also help to bring key people involved in the resistance into
the project itself sothey can help steer changeand feelownership
of its implementation and achievements.
Open loop communication is not helpful
Communication is so important it’s appeared here for the second
time. It is a two way process. When you communicate ‘out’ to the
organisation there will undoubtedly be questions or queries that
come back ‘in’. This is the opportunity to hear concerns and allay
fears that people may have. Communicating into the ‘ether’ can
create major obstacles to successfully delivering your project.
Continuously listen for questions, suggestions and concerns from
internal and external stakeholders; only by doing so will you have
a grasp of your organisational understanding. You cannot over
communicate in this situation.
Have faith in the transformation process
It can be too easy to jump to solutions and go straight into fixes.
‘We know what needs to be done – so let’s get on with it!’. By
using a process e.g. PDSA (plan, do study, act) it can give you a
structured set of activities that will deliver the right solutions.
Use a framework that works for you. This helps with buy-in from
your stakeholders and aids organisational understanding as to
why you need to change. Ultimately, this leads to less resistance.
About the author
Abdul Ghani, principal consultant, Capita Health Advisory, is
an innovative and inspirational leader with multi-sector Lean
expertise. He has undertaken over 50 projects within 16 health
and social care trusts across the country, facilitating workshops,
mentoring and coaching staff and creating training programmes,
as well as developing strategies and managing transformation
programmes. Abdul understands that engaging people is the key
to successful and sustainable change, and he achieves this through
involving people in the change and visibly leading from the front.
Follow Capita Health Partners
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