Perhaps you’ve already implemented some or most of the administrative procedures discussed in the Pro Tips on this website, and you’ve settled into the practical routine of the habits that have always worked until now, but the processes and spreadsheets are outdated, duplicative or clunky as you’ve adjusted them here and there over time. In that case, perhaps it’s time to think about implementing effective change management?

The change management process starts with going back to the basics and thinking outside the traditional box: building a clearly defined departmental structure (org chart, mission statement and job descriptions), then moves to effecting strategic change management implementations in every department (Smartsheet reporting and KPIs, writing targeted and updated processes (SOPs), retraining managers and employees in efficiency and productivity (updated software), defining company-wide and departmental up-to-date KPIs, thereby adding reporting and accountability at every level that will be tracked in Smartsheet.

Here’s a short overview of how change management principles work.

  • Company executives prioritize the departments and identify the one they think needs the most work at that point in time. Company executives accept the responsibility that this will take communication and training at every level and they clearly define parameters, duties, KPIs, reporting and accountability principles for everyone involved. They then build the roadmap with the following standardization:
  • Each department can follow the same basic techniques, with specifics adapted to their needs and duties. A timeline template can be built in Smartsheet for each department.

CURRENT STATE: The company looks at their current state and acknowledges the good, the bad and the ugly in the things that are happening now. They ask themselves these questions: “What are our challenges? What are the current policies and processes and are they still working effectively, or do they need updating? Where do we need to improve? Where are the holes? Where are the pain points? Who currently does what, when? Who is impacted by each process?” These questions are asked of the company as a whole, and of each department.

Next, the company gathers input from the people who are impacted – and documents the things they say. You’re not looking for praise and admiration here. You’re looking for honest, brutal feedback for the purpose of improvement. Department managers and employees, other department employees, even your customers, perhaps.

FUTURE STATE: Ask these questions: “Where do we want to be? What are our defined goals? How can we take where we are today and make it better down the road? Which processes need to be developed or improved? What training requirements need to be planned?”

This is not a hurried list of items – this is a time for targeted, intentional, strategized decisions that are accompanied by a defined structure for training and implementation. These strategy meetings can last more than a day. Take as much time as necessary for each.

The ROADMAP asks the question, “How do we get from here to there?” This is the stage where company leadership defines the KPIs and sets the parameters for deadlined reporting, daily duties, job descriptions and accountability.

  • Company leadership builds a targeted master list of departmental processes, duties and expectations. Company leadership sets SMART (specific, measurable, achievable, reasonable, and time-bound) goals, and then they build and outline the steps and training needed.
  • Each process is built and defined with every step outlined with Job Descriptions and specific tasks written in Standard Operating Procedures, and every responsible position is given clarity, understanding and outlined duties.
  • Smartsheet KPI tracking and documentation.

Change management must have company leadership authority behind it … and the executive leadership must stand together with clarity and vision with a defined roadmap for success. Once company leadership has mapped out the company’s current state, future state, along with the roadmap it will take to accomplish these smart goals …

Then bring in the manager of the first department. Company leadership explains the goal, implements and communicates the roadmap they have built, allows time for input … and then clearly communicates and trains all the things they’ve decided (daily duties, KPIs, deadlined reporting, accountability, job descriptions and expectations, etc.), answers questions, and focuses specific change management energies on one department at a time.

Document the proposed changes and track the progress with KPIs, assigning responsible parties by name, specific steps, and task deadlines.

Build all necessary Smartsheets in a department folder, including sheets, forms, processes and reporting, and train the managers not only how to enter data, but how to use Smartsheet in the way they need. Show them how to build forms and formulas, and how to enter those in the summary sheet. Use automation for reminders and tasks.

The company stays laser focused on change management principles, and for this period of time, you let less important things slide. Take a break between departments if you like, to catch up.

And once the training has been completed, it is time to implement accountability and proactively build good habits. Managers and leadership check on reports. Managers remind over and over again for the first few weeks and insist on accountability. Leadership and management establish who reports to whom and when, and then they insist on regular progress reporting and communication.

Company executives communicate with each other at regular interval meetings. These need to be focused meetings with structured definition, action items and specific commitments.

This kind of company change management may take months as you go through and improve department by department, but if it is done well, the entire company will see steady improvement with streamlined efficiencies and fewer drops and mishaps.