Achieving Successful and Sustainable Transformation
As discussed in Preparing Case Management for the Future significant changes in healthcare are in the future. Being poised and ready for the transformation is essential to leaders and team members. Integrated Care Strategists postulates the prerequisites to achieving successful and sustainable transformation.
According to a McKinsey study, only 26% of transformations succeed. That means 74% of initiatives fail or are not sustainable. That is staggering.
While there are many elements to consider when embarking on change, these two aspects are the most critical:
Leadership’s investment and involvement
Team’s change journey
Leadership’s Investment and Involvement
Leading change is challenging, particularly when responsibilities include daily operations. Frequently, the temptation is to delegate the transformation to someone else or a project management team. Delegating is not appropriate, from the C-suite to the supervisor, during transformation. In the same McKinsey study, “success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation.”
Another component of leadership commitment is leading by example. Setting the example for change infuses belief and trust in the process and expected outcomes. It attenuates a lack of trust, which can permeate through the organization having a profound negative impact on the success of the initiative.
Regardless of the reason(s) for change, successful leaders consistently show their dedication to the initiative. Exhibiting behaviors such as these are evidence of investment and involvement:
Attending and participating in transformation planning and implementation meetings
Communicating the rationale for the change and scope of the initiative in various settings and formats to ensure everyone understands the relevance to their role
Providing regular status updates about the initiative, including tweaks or metrics
Role-modeling the changes
These are just a few of the actions that demonstrate leadership investment and involvement. There are many more. Indeed, the more activities are taken by leaders, the higher the success rate for transformation and sustainability. However, more importantly, it creates a trusting environment and a desire to succeed for all.
Team’s Change Journey
When an organization decides to make changes, predominantly when it is from the top down, two suppositions require an acknowledgment for a favorable transformation.
Frequently, leaders have had the opportunity to “sit with” the idea of change before announcing or discussing it with their teams. This leadership advantage leaves the team struggling to catch up, potentially causing resistance. When leaders understand this phenomenon, then they can take the necessary actions to minimize the effects.
Secondly, encourage team member participation in the beginning phase of the transformation Welcoming team members to collaborate in communication strategies, transition action plans including timeframes, educational materials, etc., assist in fostering ownership in the success of the transformation. Then, the “sit with” phenomenon becomes minimized.
Conclusion
Ultimately leadership is at the heart of transformation. Actively leading and entrusting team members has a profound effect on successful and sustainable transformation.