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Last week, I attended the Association for Change Management Professionals (ACMP) DC-Chapter’s First Annual Conference: A Clear Vision for Change.
Although it wasn’t the in-person conference we dreamed of for March, it brought a community of like-minded professionals together to share best practices from government agencies, major hotel chains, and a former clandestine operative.
Let’s face it – we’ve all been experiencing massive change on a global scale: change behavior, change in habits, change in working conditions, hyper-change logistics, and more. Even though all this change is occurring, there is still more to do. And the speakers at ACMP DC’s A Clear Vision for Change encouraged us to keep going.
Keynote speaker Donna Brighton energized us to Be-Do-Say, the Rebel Leader Way.
Be the change first. Put actions behind that change. Then announce the change.
Being the change means that leaders must lead by example. The action is evidence that things have changed. Saying the change is about announcing and declaring victory. Words have power, and stories create worlds – as our thoughts determine our beliefs and reality.
Karen deLacy, a former covert CIA operative, dared us to be brave by having crucial conversations.
deLacy urged us to show up courageously by rumbling with vulnerability, living into our values, trusting ourselves through Brene Brown’s B.R.A.V.I.N.G., and learning to rise.
We rise when we realize there may be some clean-up, consequences, and impact on those crucial conversations. To do this, Karen urges us to be resilient and rise.
An incredible panel with leaders from General Service Administration, Farm Credit Administration, Freddie Mac, and Hilton challenged us that leading change in a time of disruption means having the grace and respect to care for the people going through this change. They reminded us to assume the best intentions. And that change is a process that is never done, especially in the world of emerging technology.
Amanda Schmoldt of USAA shared a structure to measure change through all phases.
To effectively measure change, Schmoldt says we must first define what success is and ensure all stakeholders agree on that endpoint. We must then continue to adjust our measurements, keeping in mind that even tiny habit changes should be measured and tracked.
Finally, she added that change could be gamified.
Seek out a way to make transformation fun!
Go out and do it. Build a plan; adjust the plan. Don’t wait on the world to change.
Make that change happen.
Want to know more about driving successful change management, especially as it relates to emerging technology?
Learn more at Tagence.