Leading For Strategic Change - Leader Playbook by Human Strategy Consulting

Delivering real benefits from change programs is a struggle.

The need to create ownership and alignment in leadership teams is often overlooked in the beginning stages of change.

Leaders are seen as ‘stakeholders to be managed’ or ’SMEs to be consulted’. Both scenarios place leaders in a passive role, making it difficult for them to shift into gear when the time comes to drive real change.

Our approach engages and develops leadership teams from the outset, giving them ownership and capability to deliver real change.

Understand the strategic imperative

All leaders have a common understanding of the strategic context (threats, opportunities) of the business and can therefore agree the strategic imperative. They are aligned as a team and committed to action.

“Our world is changing in these ways… We must do this or else…”

Table and Articulate the Strategy

Having been presented with the strategy, all leaders can tell a concise, and aligned story about the strategy, including the organisation level priorities that fall out of it. They are equally aligned as to what is no longer a priority

“This is what we are prioritising and this is what we are deprioritising/ moving away from…”

Translate the strategy into practice

Leaders have processed what the strategy means for their team, have an initial plan to operationalise it. Leaders have identified the opportunities as well as articulating potential pitfalls.

“This is what the strategy means for our team, and how we are going to contribute to delivery…”

Motivate the team around the change

Leaders are prepared to take their teams through a workshop to explore the strategy that mirrors the journey they have been through. They have given their team time and space to openly discuss (including to disagree) to create ownership

“This will give us the opportunity to… but may also mean that we have to… How do you feel about that?”

Lead individuals through the change

Leaders have explored some of the challenges they may be experiencing as they implement the new strategy. Practicing their empathy and using the playbook they have identified new methods to experiment with.

“Now that we’re x weeks in, this is what and who I need to focus on…”

Change management is required, but it’s not enough on its own. The real key to success is Change Leadership. Change managers use processes to manage and contain the negative noise created by change. Change Leaders create momentum behind the change and resilience in their teams to drive towards success.

Change management

Often led by external businesses or functions with leaders as stakeholders
Centralised and consistent
Process driven (Established change management frameworks and activities)
Is focused on ‘what is happening, when’ and ‘what’s in it for me’

…minimises disruption

Change leadership

Recognises and harnesses the role of all leaders across the organisation
Decentralised and agile
Team / individual driven (Leaders continually develop as challenges arise within their teams)
Is focused on ‘why we must change’, and ‘our vision of the future’

…inspired action