Symbal assessment tool | How prepared are you to lead this change?

How prepared are you to lead this change?

This assessment tool helps you reflect on your personal change readiness as a leader. It will take just a few minutes to complete. This assessment tool is based on accepted change management theory. It is aimed at you as a leader responsible for introducing something new in your business. Whether it is a new strategy, new organisation, or new ways of working, you are one of the success factors. How prepared are you?

Consider your position based on a few statements, where you will have to decide whether you agree or disagree. You will get tips and feedback on what is worth doing to prepare yourself in the best possible way. Good luck!

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"I feel confident in leading this change initiative."

Do you understand your responsibilities in leading and managing change? You may be an excellent manager in daily operations, but are there other expectations on you now? Are you ready to take them on?

Good! Not only that you seem prepared, but that you're confident as well.

Your leadership will be tested in times of change. Clear expectations are very important. Having these in writing from the assigner, your manager or project manager, will help guide you. Have you received a brief about the case for change – including the current and future states – in writing? If not, request one. Then, make time for a de-brief!

"I have a clear view and a good feeling about the future state we are aiming for, and I genuinely believe in the long-term benefits."

Have a good think about this! Are you convinced of the direction and motives for this change? Do you believe in the outcome, the vision for the future? If you dont believe in it fully, you will not convince others to follow you on the change journey ahead.

That's great! If you have a clear vision and a positive attitude, it will be much easier for you to convey it to others.

Spend time on this. Your own feelings about the change are highly relevant. If it does not feel right, think about why. Is something missing? Talk to your manager(s) and colleagues you trust who can support you. Joy and desire are among the most influential factors behind successful change journeys. If you don’t feel it, others won’t either.

"I am fully aware of the forces for and against this change initiative, among those affected by it."

Have you done a force field analysis to identify what will help drive this change or potentially hold it back? Do you know what other change initiatives are going on at the same time, which can potentially compete for people's time and ability to adapt?

That's great! Knowing what to look out for and what you can use to your advantage is the first step to successful change!

Get to know your audience! It's key to good preparation for any change initiative. Take the time to think about the people you will lead through the change. Make sure you know who they are, when they need to get involved and what it takes to get them actively contributing to the change journey. Will everyone perceive this change in the same way you do? And how can you prepare for different reactions?

"I get full support from the level above me to lead this change initiative." (Manager or board depending on my role.)

Does your manager believe in this change initiative? Will he/she stand for, and promote the change together with you?

Good! You wouldn't want to carry out any change without that support.

It's important to spend time with your manager(s). Top sponsorship is one of the most critical factors for successful change. If you lack clear and visible support from your manager(s), the change journey may be unnecessarily complicated.

"I have a target group-specific background story and vision of the future to communicate – which will inspire and motivate the people affected by the change."

The fundamental question that everyone asks is how the change affects them and what is expected of them. The recipients' perspective must be integrated into the story. Remember, in the early stages, it's about inspiring and motivating people, not persuading them with details of what you are going to do. First and foremost people buy into why you do things - not what you are going to do.

Excellent! Humans respond to a good story that evokes a personal response. If you have a story that taps into their emotions as well as their logic you're in for a much smoother ride.

Why is this change happening? What is the value that the change will bring to those affected by the change? You need messages, stories and images that inspire and motivate your target audience. They need to believe in the future this change initiative will bring. They need energy, and an understanding of what it will take to get there - together!

"This change initiative is NOT in line with KPIs or business objectives."

If there is a conflict between the change effort and your business objectives and KPIs, you need to remove those obstacles. You cannot drive a change initiative outcome that goes against your business objectives.

Great! If there are no conflicting agendas at least that potential obstacle is out of the way.

It’s important to know the scope of the planned change initiative and how it might interfere with or even hinder other objectives. Are there other operational objectives that might get in the way? There are many tools out there, but the force field analysis is a quick and effective way to help you gain a better understanding of the change.

"I have the necessary resources (time, people, budget, etc.) to succeed with this change initiative."

A change initiative can be something that's added on top of your already busy schedule. To manage change well, you'll probably need to spend more time on it than you think. Do you have the necessary resources to do this?

Excellent! With the practicalities in place, you can focus on leading your team through this change.

It’s essential to know the scope before you start. The planned change initiative might require additional resources, e.g. time, equipment, support staff, etc. Reflect on this when completing the force field analysis and make the implementation plans.

"I am willing to change my own behaviour and act as a role model for others."

Being a role model and actively working with your own personal change journey is your strongest asset. Are you ready to adapt and take on new behaviours, to change your own ways to help drive this change initiative forward?

Good! If you're willing to show the way, others will follow.

“Walking the talk” is critical when it comes to change leadership. Being a role model and actively working with your own personal change journey is your strongest asset. Being a step ahead of your followers will make for a smoother ride. Your extra effort will be recognised, and you will gain trust.

"I feel that the key people I have appointed, to provide energy and progress in the change initiative, believe in me as a leader."

It's hard to do this on your own. Having a few people around you who share your vision and help you drive the change initiative forward, is crucial. Do you have such a "team", and do you feel that they trust you as the primary change leader?

Great! Having support around you will make this journey a whole lot easier.

First of all, make sure you appoint a guiding team to support you. Look for people that have the capacity to be change champions and work together with you. They do not have to be formal leaders. Look for personal motivation and skills.

"The people affected by this change initiative have confidence in me."

Think about the people affected by this change initiative. Do you feel that they have confidence in you to guide them along the change journey?

Excellent! Having the target audience on board from the start will help you manage this change successfully.

The target group is more likely to follow you if they have confidence in you. Communicate clearly, openly and honestly. Taking responsibility for your own change journey, and keeping an open dialogue at all times, will build trust.

"I have set intermediate goals for the change journey to measure and follow up along the way, until we realize the intended business benefits."

Formulating intermediate goals that can be followed up throughout the change journey is a well-invested effort. It provides insight into how well the change is unfolding. Continuous follow-up generates insights into how well the change initiative is going. These goals provide a valuable tool for management, leadership and communication.

Very good. Feel free to discuss and validate your goals with your closest group of key people. Make these goals your common direction and tools for cooperation during the journey of change.

Setting intermediate goals for activities that will bring change forward is important. Start from the theory of the journey of change and decide what you should do to help people understand, feel motivated, and acquire new skills to change their behaviour. Also, set goals for what you want people to think and feel after each step of the journey, but above all, what you want them to do. Use the SMART structure; a good goal should be Specific, Measureable, Assignable, Realistic and Time-related.

If you doubt whether your goals are clear enough, effective, there are simple rules to follow. One is the SMART structure; a good goal should be Specific, Measureable, Assignable, Realistic and Time-related. Discuss and validate your goals with your closest key people.

Good job on finishing the self-assessment! Hopefully you found a few things to think about moving forward. Following is our feedback to you, based on how you’ve answered to the different statements. The feedback is based on theory and best practise within change management. If you want more personalised help a great way to start is to book a quick meeting or one of our online workshops.

FEEDBACK TO YOU!

Support from manager

You do not have full support or are unsure if you do. Be aware this is a critical factor for success. Take the necessary time to clarify expectations and personal commitment in dialogue with your manager.

Support from manager

You have full support from your manager, great!

Personal mental preparedness

You seem mentally well prepared. Your commitment and motivation is the key to success. Brilliant!

Personal mental preparedness

You seem hesitant about your commitment to change. This may become a problem. Talk to your manager or the people behind the change. Find out more about its purpose and potential. Discover the benefits and try to bring down the barriers restricting your commitment.

Awareness of practical conditions

You have thought through the practical aspects of the change process. Excellent!! But keep in mind that the devil is in the details and conditions can quickly change.

Awareness of practical conditions

It would help if you had a better grasp of the conditions and prerequisites. You must discuss this with all relevant people, both to understand the practical implications yourself and to make sure everyone involved is ready. Implementation can be slowed down by conflicts in planning the use of resources. Do your homework and avoid the headaches!

Knowing your target audience

Great that you know your target audience. It is crucial to keep an eye on the people making this change journey. What they think and how they feel about is of great importance. If you have already established trust and confidence in your leadership, every subsequent change initiative will be more straightforward. People need a leader in times of change, not a boss.

Knowing your target audience

You seem unsure of your travel companions on this change journey. This is perhaps not surprising since you're introducing new things and behaviours. It would help if you took the time to understand your people. The best approach is to open up a dialogue directly with those affected.