Leading Change

I have worked at several educational organizations, traditional ISD, charter, and private schools; regardless, they have all had to undergo organizational change at some point in order to better support success of the organization at large. I've also worked with teaching teams who are making discipline or instructional changes deemed necessary to adequately meet the needs of students and families. I've also made life changes within my family unit to best model and support our own children in becoming the positive and productive members of society that we expect. This discussion of change applies to not only building and organizational leaders, but also classroom teachers and families as well.

In my experience, I have witnessed both successful change and detrimental change. I have enjoyed the relationships, learning, and celebrations of success in reaching desired outcomes; I have also endured the negativity, frustration, low morale, and sadness caused by poor change implementation.

So how does an organization, a classroom, or a family actually facilitate effective, sustainable change?

Effective Change Levers

1. Get buy in on the front end

Those involved with implementing a change are more likely to do so with integrity and passion if they are involved in the process. Explaining the "why" to all stakeholders is first and foremost. Tie it back to the mission and vision for the organization or to the long term goals for a family. Help others to see why the change is necessary. What data shows that the change is needed? Additionally, sharing the steps planned for the change process and the support the organization is committed to providing throughout the process as well as the expected interim and summative outcomes are other influential and important strategies for facilitating change. Open minded, objective listening to feedback from all stakeholders and honestly considering the input for inclusion in the change management plans are absolutely essential to increase ongoing support throughout the process.

2. Communicate consistently, openly, and frankly

Ongoing, transparent, honest, and fluid conversations around the change process and how it is progressing or where it is failing is essential for it to end with success. Explaining to stakeholders what the change is and why, giving them updates along the way, and gathering feedback throughout the process help to sustain ongoing support of the changes. It is the lack of communication that breeds distrust, poor support, and skepticism. So many people think that if they share with stakeholders about the change and why it is necessary that they expose weaknesses; that is so terribly inaccurate. It is open and frank dialogue that will build support and understanding and show that the organization is reflective and committed to continuous improvement. Strong communication is very closely linked to getting buy in, keeping it, and reaching desired outcomes.

3. Be open to change along the way

Planning the change process, from beginning to end must include interim or benchmark assessments of the implementation along the way. Putting some pieces in place and measuring their success must occur before the next phase of the process is implemented. A sturdy house cannot be built on an unstable foundation. Each phase of the change plans must be evaluated, celebrated where appropriate, and perhaps changed as needed, before moving to the next phase to ensure strength and sustainability. As data is gathered during the process, both quantitatively and qualitatively, obstacles as well as successes are illuminated. Then adapting plans to better overcome those obstacles or to better replicate successes is another vital piece of the change process. Changes to the plans are not haphazard, spontaneous, or without careful consideration; the change process is only altered as needed based on feedback and reflection, and must be seen as necessary in order to reach the desired outcomes. The goals for the change do not alter, but the pathway taken to get there may be tweaked or completely re-written, as interim data is gathered. There are no improvement plans that are perfect or foolhardy; plans for improvement must include the possibility of alteration along the way.

4. Effectively balance pressure with support

“I can't change the direction of the wind, but I can adjust my sails to always reach my destination.” - Jimmy Dean

Planning the change process, from beginning to end must include interim or benchmark assessments of the implementation along the way. Putting some pieces in place and measuring their success must occur before the next phase of the process is implemented. A sturdy house cannot be built on an unstable foundation. So each phase of the plans must be evaluated, celebrated where appropriate, and changed as needed, before moving to the next phase to ensure strength and sustainability. As data is gathered during the process, both quantitatively and qualitatively, obstacles as well as successes are illuminated. Adapting plans to better overcome those obstacles or to better replicate successes is another vital piece of the change process. Changes to the plans are not haphazard, spontaneous, or without careful consideration; the change process is only altered as needed based on feedback and reflection, and must be seen as necessary in order to reach the desired outcomes. The goals for the change do not alter, but the pathway taken to get there may be tweaked or completely re-written, as interim data is gathered. There are no plans for change that are perfect or foolhardy; plans for improvement must include the possibility of alteration along the way.

5. Be led by collaborative, reflective, and open minded leaders

Effective change cannot be completed by leaders who are dictators or by those who are threatened by constructive or even negative feedback. Those implementing a change, whether it is a teacher changing an instructional strategy in the classroom, an administrative team making a major organizational shift, or a family making dramatic life changes, must be willing to communicate openly, frequently, and honestly, to change the plans and themselves along the way, and to participate in honest self reflection to ensure they are truly a positive force supporting the improvements, not a detriment causing obstacles and negativity along the way.

These principles are the same when implementing them with a family unit. Explaining the why, maintaining open communication, providing a balance of pressure and support, and being committed to honest, open minded reflection are all pillars for success. While it may be less formal than when done in a professional atmosphere, the family unit benefits from the process and ideals the same. Making a dramatic life change for a family is just as difficult and precarious as it is for an organization or a classroom, maybe more so because emotional involvement is typically much higher. Striving for these components though still helps implementation and long term sustainability. Plus, what a great way to deepen relationships and to model how to change - because change is hard.

Change is the only constant. We must embrace it as we continually analyze what we are doing and how effective those actions are. But we stop effective change in its tracks when we do not implement it with these ideals. Change can be the end or it can be the springboard upon which future success is built. It's all in how we do it. So let's do it well, in the name of students, those who are in the position to influence them, and the future for our country and our world.

Credits:

Throughout my 24 years experience in education and multiple degrees and certifications earned, I have reflected on and contemplated my own experiences, assimilated book knowledge with real life events, and increased my knowledge, cognition, and passion around leadership. The ideals and opinions contained herein have evolved in large part due to renowned educational researchers, most notably Micheal Fullen, Robert Marzano and Dr. John Kotter.