What are the best ways to assess change readiness in a start-up organization?

El cambio es una constante en el mundo empresarial. Las organizaciones deben estar preparadas para adaptarse a las nuevas tendencias, tecnologías y condiciones del mercado. Sin embargo, el cambio puede ser una experiencia estresante y desafiante para los empleados, por lo que es importante que las organizaciones se preparen mentalmente para el cambio. Una de las claves para la preparación mental es la comunicación efectiva. Los empleados deben tener una comprensión clara de los motivos del cambio, los beneficios esperados y cómo les afectará personalmente. Otra clave para la preparación es la participación de los empleados. Los empleados deben sentirse involucrados en el proceso de cambio y tener la oportunidad de dar su opinión.

No-one likes change. No-one can really change someone else, except himself. So the one who really is prepared to change himself, mainly his/ her habits, is ready for change. But still doesn’t like it.

An effective approach could hinge around : Acknowledging and reducing Resistance, Communication (and lack of it usually), Engagement, & Cognition. Running a startup today is fraught with landmines; not many CEOs or Founder know everything on how to avoid them and build a healthy, enlightened organization. That's where a bit of external support comes in handy. A Coach can challenge the current values, habits and work processes which the Internal Team are unable to view objectively because of inherent confirmation bias. In my limited experience, the human element (of change) often get overlooked. Leaders assume the hierarchy of management & staff will follow the instructions and decision. Well there lies the crux of the issue.

Feedback, feedback feedback! This is best way. Start with discussing the proposed change with the Exec team- they should have deep knowledge of their teams and if they are ready to take on a change. If a progressive culture of feedback in the startup already exists then the Execs should have a good initial idea on the level of readiness. Feedback through surveys and then focus groups to dig deeper into the details makes most sense. The survey should provide the data and the interviews should expand on that. Ultimately, you are a startup so scaling & change readiness should be baked into your DNA from the start. Building with scale in mind, building a scalable culture, investing in training for leaders & team to have a growth mindset.

"The only way to make sense out of change is to plunge into it, move with it, and join the dance." - Alan Watts Understanding and defining change readiness is essential for a startup organization. Clearly define the startup context's definition of change readiness. This entails determining the organization's readiness and capacity to embrace change initiatives and carry them out successfully.

"If you can't measure it, you can't improve it." - Peter Drucker Utilizing a change readiness assessment tool aligns with Drucker's wisdom, emphasizing the importance of measurement for effective improvement in any organizational aspect. Surveys or questionnaires that assess various factors, such as organizational culture, employee engagement, and leadership support, are frequently included in these tools. Before making significant changes, it may be necessary to pay attention to certain areas, which are better understood by analyzing the results.

Pour poursuivre ma contribution précédente, je souhaite ici mettre en avant un outil de cohésion d'équipe, qui vient chercher le collectif à partir de valeurs communes. Des valeurs nourries et une vision claire, amorcent à coup sûr un mouvement, un désir, une volonté de performance. Il s'agit ici non d'évaluer simplement l'état des troupes, mais de partir d'office vers ce qui nous rassemble : pourquoi ai-je choisi d'être là, qu'est ce qui me pousse à poursuivre mon engagement, et à quelles conditions mon engagement se poursuivra sur la durée?

To assess change readiness in a startup organization, a comprehensive change readiness assessment is essential. This involves evaluating various organizational levels, including individuals, working groups, teams, and departments and extends to external factors such as local and national government, the economy, and other stakeholders. Key aspects- Analyzing Conditions- Examine existing laws, policies, and economic factors. Assessing Resources and Capacity- Evaluate organizational preparedness and required resources. Examine both technical and human resources, including training, abilities, and knowledge necessary for successful implementation. Motivation, Attitudes, and Culture- Assess values, commitment, and willingness to embrace change.

A prontidão para a gestão de mudanças é uma disciplina que envolve planejar, implementar e controlar as mudanças em uma organização. Nesse sentido, utilizar ferramentas facilita a transição de um estado atual para um estado desejado, de modo a minimizar os impactos negativos e maximizar os benefícios. É por isso que se diz que a prontidão para a gestão de mudanças envolve entender as razões para a mudança, comunicar efetivamente, envolver as partes interessadas, treinar as pessoas, afim de garantir que as mudanças ocorram de forma planejada, eficiente e eficaz.

As already mentioned can change readyness differ between the several management layers. It is good to realize that change readyness at the “operational” level often is more present then at (middle)management level: employees are for a longer time already aware of the “problems” and are waiting for management to act.

In my experience coaching a start-up founder, we found that focus groups and controlled stakeholder discussions were the most effective to prepare for change whether it is related to the product or processes. Such discussions add an outsider view that broadens a founding executive’s perspective growing the start-up.

Open Dialogue: Group discussions create an open environment where employees can freely express their thoughts and concerns, fostering honest communication about the upcoming changes. Team Dynamics: Observing how team members interact during discussions helps assess team dynamics and identify potential challenges or resistance to change. Hence, It will be great utilizing Executive Coaching Skills to analyse change readiness through Focus Group Discussions and conducting interactions with key stakeholders.

I have had the opportunity to guide entrepreneurs from all walks of life, who came to me looking for advice on how to design the future with meaning: their startup or deep tech. Currently, I continue to collaborate with companies in the TECH sector in this role, very focused on strategy and people. And I always say the same thing, which I understand is an absolute priority: The importance of focusing on PEOPLE, working on their sense of belonging, their dedication and aligning the purpose of the collaborators. Focus on PEOPLE, The Key to Startup Success,through powerful tools such as individual interviews, group teambuilding sessions, and coaching accompaniment #people #startups

One of the best ways to assess change readiness in a start-up organization is by conducting interviews and focus groups with key stakeholders, including employees, managers, and leaders. During these interviews and focus groups, you can ask open-ended questions to understand their perspectives on the proposed changes, their concerns, and their level of enthusiasm. It's crucial to create a safe and open environment where people feel comfortable sharing their thoughts and feelings. You may also uncover valuable insights and suggestions that you might not have otherwise considered.

Nunca debe asumirse que los empleados se adaptarán automáticamente al cambio una vez iniciado. Es importante programar reuniones y sesiones de seguimiento individuales o grupales para aprender cómo se están adaptando los empleados a la nueva situación. Además, deben establecer indicadores clave de rendimiento (KPI) al principio del proyecto para que se pueda medir cuantificablemente el éxito durante cada etapa posterior que deben ser evaluados en estas reuniones. Si se detecta que un empleado o grupo de empleados en particular no se está adaptando, permite identificar dónde y por qué están ocurriendo esos problemas o desviaciones. Esto nos permite además tomar medidas de capacitación y detección en otros empleados.

From a neuroscience perspective, the most critical aspect to observe is the way people interact with discomfort: Are people able to recognize and articulate their emotions? Are they able to separate facts from assumptions? Can they set boundaries effectively or are they too harsh or overly accommodating? These and many other thinking and emotional response patterns to discomfort are critical in order to be change-ready. Having high or low mastery of these types of neuroscience-based skills (called Change-Readiness Skills) will make or break change processes.

In my experience, the most effective way to assess change readiness in a startup is through careful observation of behaviors and actions. This approach, grounded in psychological principles, allows for a nuanced understanding of the organizational dynamics. By analyzing patterns of interaction, resistance levels, and adaptive capabilities, we can gauge the readiness for change. This method offers a real-time, practical insight that goes beyond mere theoretical assessments, providing a more holistic view of the startup’s change preparedness.

Die Beurteilung der Veränderungsbereitschaft in Start-ups erfolgt effektiv durch die Beobachtung von Verhaltensweisen und Handlungen, wobei die Persönlichkeit und Stärken der Mitglieder zentral sind. Achten Sie auf die Anpassung der Vision, das Engagement und die Mitarbeit im Team, sowie auf Ressourcennutzung und Kommunikationsstile. Regelmäßige Teamstärkenworkshops, die speziell auf Veränderungen ausgerichtet sind, können besonders aufschlussreich sein. Sie ermöglichen eine tiefergehende Einsicht, wie individuelle Stärken die Veränderung beeinflussen. Dies unterstützt bei der Überwachung des Fortschritts und beim Umgang mit Herausforderungen, und sorgt für eine umfassende Bewertung der Veränderungsbereitschaft.

Um outro passo para avaliar o resultado pós processo de Prontidão para Mudança, seria aplicar algumas entrevistas conhecidas como pulsos para obter informações importantes sobre o projeto. Ela serve para colher a primeira impressão de como foi a experiência do colaborador e como cada um está enxergando e engajado com o projeto. Neste espaço de tempo, é importante que se mantenha o foco em alguns indicadores para monitorar pontos fortes e fragilidades do projeto.

Observing new behaviors in a change process is essential. However, at this stage, it is equally important to pay attention to and engage in dialogue with the leaders, as they are the ones who must maintain the energy necessary to sustain the change until it is fully established. The active involvement and constant commitment of the leaders are crucial to ensure that the new practices and attitudes take firm root in the organization's culture.

Beim Einsatz des Change-Readiness-Frameworks ist es zentral, die individuellen Stärken und Persönlichkeiten im Team zu berücksichtigen. Beobachten Sie, wie unterschiedliche Charaktere die Notwendigkeit von Veränderungen (Diskrepanz) wahrnehmen. Prüfen Sie, ob die Änderung zu den Stärken und der Kultur passt (Angemessenheit). Bewerten Sie das Teamvertrauen in eigene Fähigkeiten (Wirksamkeit) und den Respekt gegenüber Führungskräften (Hauptunterstützung). Beurteilen Sie, inwiefern das Team positive Effekte der Veränderung erwartet (Valenz). Diese individuelle Betrachtung jeder Komponente ermöglicht zielgerichtetere, effektivere Change-Strategien.

Applying a change readiness framework is crucial in the change management process as it provides a structured approach to assess, plan, and implement change. It helps identify potential challenges, assess organizational readiness, and tailor strategies accordingly. This proactive framework ensures a systematic and informed approach, increasing the likelihood of successful change adoption and minimizing resistance.

Em minha prática destaco que um aspecto vital é a avaliação da confiança que os membros da equipe têm em suas próprias habilidades (eficácia) e o nível de respeito que possuem pelos líderes (suporte principal). Além disso, deve-se analisar até que ponto a equipe espera efeitos positivos decorrentes da mudança (valência), pois proporciona insights valiosos sobre a motivação subjacente. Essa abordagem centrada na visão individual de cada componente possibilita o desenvolvimento de estratégias de mudança mais personalizadas e eficazes, levando em consideração as nuances específicas da equipe. Isso não apenas fortalece a aceitação da mudança, mas também maximiza o potencial de sucesso na implementação das transformações propostas.

In my experience leading complex change initiatives, it’s imperative to bring in key organizational influencers as part of your change ambassadors and agents crew. Weave this into your change plan so that they’re part of implementing the solution and carry the org along, in addition to the typical change action and communications plan.

Once you have assessed the readiness for change in your start-up organization, it's essential to develop a change readiness action plan. In my experience, this step is critical for effectively managing and implementing change. Your action plan should outline specific steps and strategies to address any gaps or areas of concern identified during the assessment process. It should also include clear objectives, timelines, and responsibilities. Involving key stakeholders in the development of this plan can help ensure buy-in and commitment to the proposed changes.

I'll add that it's important to structure a communication plan and ensure it aligns with the strategy and the targeted audience. Communicating may become complex as you'll need to make the message clear to both workers and executives, but not necessarily using the same methods.

One things I’ve found helpful is to start the readiness action plan through interviews from the top down. Starting with the leaders and making your way down through middle management followed by the staff. Change affects everyone. Having a clear understanding of what changes need to be done and how they will be accomplished helps determine the steps, strategies, and milestones within the plan.

Evidemment qu'un plan d'action est necessaire aprés une consultation des salariés. Il doit reprendre le pourquoi du changement, le comment, le quand, avec qui et les échéances. Une fois ce plan clair et synthétique établi, il doit être communiqué comme une feuille de route. Avec des étapes d'évaluation du parcours qui permettront des réajustements ou des rappels de l'objectif...

Being a new organization means there’s already room for maneuvering, much more than there would be with say a massive Fortune 100 company. That being said, we must meet people where they are. No one individual is in the same place of readiness. As a coach, it’s your job to assess each individual’s needs, wants, behaviors. Once assessed, you can then modify the actions and approaches to suit the whole, rather than try to stick to a one size fits all approach. Remember, stay in the positive mindset. No matter how difficult it may seem in the beginning. You as the coach, will be one of the guiding lights in this process. Good luck!

La única manera de liderar un cambio es trazar un plan de acción . Tenemos que iniciar el cambio con un plan de acción realista, motivador , medible , y acotado en el tiempo. Porque si sigues haciendo lo mismo obtendrás los mismos resultados .” Necesitamos crear nuevos planes que den lugar a nuevas acciones , para configurar nuevos hábitos . Tal y como dice el Talmud “Presta atención a tus pensamientos, porque se convierten en palabras.Presta atención a tus palabras, porque se convierten en acciones.Presta atención a tus acciones,porque se convierten en hábitos.Presta atención a tus hábitos, porque se convierten en tu carácter. Presta atención a tu carácter, porque se convierte en tu destino”. Sin plan de acción no hay cambio.

Desire. Energy. Commitment. Team harmony. Psychological safety. Vision alignment. If people don't notice or work on these aspects, a team is not ready to accept and adapt to change.

It is also important after you have developed your change readiness action plan, to have periodical check ins on whether there is greater buy in and what the state of that change and Rasputin is in the organization. These checkins can be done weekly, bi-weekly or even monthly. Creating a cadence will allow you to see improvements and areas of resistance to change which can be addressed more specifically once the action plan is being implemented. They will also inform any changes that need to be made to the change readiness action plan.

El proceso de cambio no ocurre de la noche a la mañana; y tampoco es del todo predecible. Por muy bien que trabajemos en el plan y la gestión, es normal que haya imprevistos. Por ello, es necesario adaptarse continuamente a los nuevos escenarios y replantear el plan en consecuencia. Una administración del cambio efectiva es aquella que se revisa continuamente. Los mercados están en constante movimiento y necesitas adaptarte una y otra vez para crecer. Una vez que pongas en marcha el cambio en la organización debes intentar que dentro de tu empresa los cambios sean una constante que generen emoción y no ansiedad.