There is a tendency for people at the top to make the mistake of believing that their subordinates understand the importance of change and see the new direction as clearly as they do. It is therefore important to reinforce core messages through regular encouragement in a practical and inspirational way.
Leaders should bear in mind that no change programme is flawless and it goes completely as planned. It is natural that different people react to change in different, sometimes unexpected, ways. That is why the effective management of change demands repetitive assessment of its impact. This commitment requires leaders to sound out their people’s willingness and readiness to take on the new phase of reform and make adjustments necessary to keep momentum and drive results as desired.
Most important of all, people in power themselves need to be in favour of change and accept responsibility and accountability in making change materialize in all areas. In this respect, they need to speak with one voice and motivate their people with incentives and rewards for those who embrace change and removal of those who stand in the way of change.
Only zealous reform-minded leaders and like-minded people will be able to see that change is both individual and institutional and that change is a shared destiny.