“The Next Level of Change Management”: Paul Guidea

It’s the 1st of January. You’ve set your New Years resolutions. You’ve thrown out your cigarettes, equipped yourself with a new fruit blender and an overpriced gym membership. 2017 will be your year…

We’ve all been here, yet why do these changes never last?

Paul Guidea, a change & adoption consultant at Kellogg Company, presents the idea that lasting change happens once the perception, mind-set and context of the change has been developed by each individual employee. Paul therefore suggests that organisational change does not happen in one change, it has several individual and incremental changes by each employee. These changes happen at a different pace and for different reasons.

During Paul’s presentation, he claims that 70% of organisational changes fail  because of the mind-set of the employees. However, understanding that each individual has different motives and utilizing them in order to adopt the change is key to success. Leading on from this idea, it can be gathered that an individual can be motivated by intrinsic or extrinsic motivations, therefore, an employee is more likely to adopt the change if a company can align the changes with the motivations of the employee. It is through understanding, communicating and reiterating which allows for long-term organisational change.

Change can often lead individuals to feel  uncertain and isolated. Paul believes that integrating the HR department in organisational change is vital to success. Ensuring to create an environment where employees are listened to, motivated and curious about the change.

It can be assumed that leaders with an autocratic rule, or verging towards autocracy on the Continuum of Leadership Behavior would not be suited to managing change within an organisation. Strong upward and downward communication channels must be present in an organisation in order for each individual employee to adopt the change successfully.

The organisation must be pushing towards not only changing temporarily, but instead to enhance employees curiosity and engagement, resulting in an organisational culture built on communication and sharing, allowing for lasting change.

Paul presents the option of initiating workshops in the organisation. Bringing about change in an informal environment, allowing employees to engage with the new change and promote discussion and sharing among employees. Workshops build momentum, allow for the inclusion of employees who feel isolated and provide a space for uncertainty to be discussed.

Information, communication and iteration are vital to achieve organisational change. Ensuring that the information provided to employees is easily accessible and in a format that is understandable.

“A company is people. Employees want to know – am I being listened to or am I a cog in the wheel?” – Sir Richard Branson

It is important to engage with employees, to understand them and resolve their worries. Realizing that your success relies on their performance.

Companies are built by people, for people.

The change starts with the person.


3 thoughts on ““The Next Level of Change Management”: Paul Guidea

  1. I imagine that some of the most successful organizations take what you’ve written to heart. Employees are people, not just worker bees. They have a voice, and need to be heard, acknowledged, and applauded. Without them, the company might as well cut out the lights. It’s done!


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