The Butterfly has always been a great symbol of transformation for me. A tiny little egg, growing into an ugly caterpillar and becoming this beautiful creature was the theme of a board book I read over and over again, as a young girl, filled with colourful pictures. I loved the bright pictures especially the ugly catepillar eating this seeming huge green leaf and the beautiful brightly coloured butterflies!
The principles of transition for transformation do echo some of the lessons from my board book. The stages of transformation from egg to caterpillar and ultimately into this beautiful butterfly are filled with structural as well as aesthetic changes over a period of time. Translating this analogy to a business or organisation, the process of change necessary to bring about effective transformation requires time. If you’re planning to make changes in your business or organisation, you have probably been mulling over it for a while and tossing different variations in your mind. To the extent possible, provide the gift of time to your team.
Recognise that any change you make will affect to some degree the various functions of an organisation. This translates to different departments experiencing levels of frustration as their ways of working are interrupted. Making changes to one process will affect other processes that may not have been anticipated. It is therefore really important to think through how the change will be communicated to every person on the team so that they have an opportunity to transition well. Anticipate the needs of your team, and prepare your communication in a way that provides clarity, so that your team understand what is happening, the desired end, and know they have your support for smooth transition.
Finally, identify and select key gatekeepers who carry the sway of various groups within the organisation. Reach out to them with clear messaging on why the change needs to happen and what the benefits will be. Patiently answer all their questions. Consider any suggestions they have that you may not have thought of. Your aim is to have them see the benefits and own the change. Once they are on board, they lead the transition and become the voice of the new and are able to on board those within their spheres of influence. Progressively, the complaints and anxiety is quelled as key concerns are surfaced and continually addressed. As the teams make even the smallest of adjustments towards the new, celebrate the effort to boost morale. Eventually, the entire business or organisation will shift to the new and the beauty of the transformation is experienced and celebrated by all
