In his Forbes article, Lipman (2013) revealed some interesting insights about change management and leadership. Although 55% of leaders felt the changes met the objectives, change management initiatives over the long term were successful only 25% of the time. More than 87% of leaders said they trained their managers to oversee the process of change management, but the changes, once implemented, didn’t last too long and it resulted to changes not stick for too long. In fact, training was effective among just 22% of those surveyed. A third of those understood the reasons for the organizational change, but that important message never fully trickled down to middle managers or front-line supervisors. This highlights the important role leadership plays in managing change.
According to Winer (2009), assessing organizational readiness plays a critical role, before even starting to manage change. In fact, fifty percent of the time change fails because of not establishing enough readiness for change (Winer, 2009). Living in a constantly evolving global economy where change is the norm if organizations are to sustain their success and importance, requires the right leadership (managers and bosses) in the front seat. Change without the right leadership can cause anarchy or distrust from employees and the vision of the change could be lost. Poor leadership results in poor execution and instability within the organization.
Leaders are responsible for demonstrating the need for change, establishing common goals, and making decisions by controlling resources such as people, budget, and infrastructure. Priorities may change and therefore, communication, collaboration, decisiveness and priority setting are key leadership functions in managing change.
Lipman, V (2013). New study explores why change management fails – and how to (perhaps) succeed [article]. Retrieved from https://www.forbes.com/sites/victorlipman/2013/09/04/new-study-explores-why-change-management-fails-and-how-to-perhaps-succeed/#4a7e07607137
Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(67).