You do not achieve currency and sustainability through mandates, telling people what they do is shit, or charting a direction and expecting teams to follow.

Focusing on responsiveness rather than change is crucial, especially when a business or organisation is clearly losing relevance and customers. Despite the apparent simplicity of responding to change, statistics around failed change initiatives highlight the complexities involved. Many attempts to implement change use counterproductive strategies, such as mandates, demeaning feedback, and rigid plans that expect blind compliance. These approaches often result in defensiveness and a loss of trust, which is essential for any successful initiative.

Mandates might have a place in dire situations where immediate action is necessary, and the risks of maintaining the status quo outweigh potential losses. However, this is a reactive approach rather than a proactive one. Change management is frequently associated with restructuring or job losses, which is why it is important to shift the focus to responsiveness.

If an organisation has to resort to restructuring and job cuts, it has likely waited too long to act. The goal should be to embed responsiveness into the culture, making it an ongoing process rather than a reactionary measure. By fostering a culture of continuous improvement and adaptability, organisations can stay relevant and responsive without resorting to drastic measures.

Maintaining relevance is not work one person can do.

Focusing on responding rather than changing is essential for sustainable success. Everyone in your organisation or business needs to become a leader in responsiveness. Bringing someone in to make changes over a short period does not achieve lasting results. Teams should be encouraged and supported to champion responsiveness continuously. This means all team members need to have a clear sense of the purpose of your organisation or business and understand their role in its growth and success.

Providing professional development opportunities that help team members respond to shifting customer and stakeholder needs is crucial. In many environments, teams become disconnected from the organisation's purpose because they are not engaged in its practical implementation. The purpose becomes a statement on the website, with teams not involved in its evolution, rendering it meaningless in their daily work.

Often, teams lack a clear understanding of their organisation's purpose, have limited knowledge of the business model that sustains their employment, and are not engaged in activities to stay current with trends and challenges in their sector. By fostering a culture of ongoing responsiveness, organisations can ensure that their teams are aligned with the organisation's purpose and actively contribute to its success.

Teams (or the people on the ground of the business) have to champion responsiveness.

Focusing on responsiveness rather than change is crucial for gaining genuine buy-in from the people on the ground of your business. If your engagement with them is not meaningful, your initiative is unlikely to succeed. The term ‘consultation’ often falls short of expectations, as many processes fail to be truly meaningful and responsive. This skepticism stems from experiences where there seems to be no real intention to listen and use the input to shape an initiative's direction. Consequently, apathy and disengagement ensue—why invest effort in a process where one's voice is not valued?

While a responsiveness leader can set the direction, initiate dialogue, propose ideas, and ask key questions, the ultimate direction must be determined by those who will implement it. You can use various management tools and methodologies to develop action plans, but without empowering your teams, valuing their input, supporting their connection to the organisation's purpose and business model, and encouraging their engagement with customer and stakeholder needs, you are likely wasting your time.

Putting your teams in the driver's seat is essential. Their insights and engagement are vital for ensuring that responsiveness becomes an integral part of your organisation's culture. By fostering an environment where everyone's input is valued and acted upon, you create a responsive organisation capable of adapting to changing circumstances and thriving in the long term.

The greatest barrier to change is fear.

It is widely understood that the frictions preventing change are often rooted in fear. If a culture of responsiveness has not been fostered, then change is often the inevitable outcome. Change usually arises from a failure to respond incrementally to maintain relevance. When change finally occurs, it often triggers fears such as job loss, loss of respect and positive relationships, changes to reporting lines, loss of responsibilities, and loss of autonomy. People also fear being marginalised, disrespected, ignored, and undervalued.

Recognising these fears, we all have the potential to become, and to create leaders in responsiveness. The people in your organisation or business possess a wealth of diverse experiences and expertise that can be mobilised to drive responsiveness. It is not the change manager you employ who creatives a culture of responsiveness; it is the collective will of your people. Leverage this collective will and expertise of your people. Encourage collaboration and the sharing of ideas to drive responsiveness. By tapping into the diverse experiences of your team, you can create a more adaptive and resilient organisation.

Beware the institution/business that has been designed to maintain the status quo.

Opportunities to foster responsiveness in organisations exist, but you need to approach this challenge with eyes wide open. Many institutions and businesses are designed to maintain the status quo, leading to significant financial decline and cultural damage over time. Here is how to identify such organisations and navigate the challenges:

Signs of Status Quo: Organisations designed to maintain the status quo often experience financial decline and a deteriorating culture. Employees become tired of championing responsiveness and grow disenfranchised. There is also a loss of currency—core products or services become irrelevant.

Daily Challenges: If you choose to tackle this challenge, expect to deal with the daily consequences of resistance to responsiveness. This includes navigating an environment where the core business has lost relevance and addressing the frustrations of employees who have seen previous initiatives fail.

Management Structure: Success is unlikely if the management structure remains unchanged. Gatekeepers who maintain the status quo as part of their ‘business as usual’ roles can hinder progress. These individuals have vested interests in preserving the current state and are often empowered to do so.

Risk of Undermining: Taking on this challenge may position you as a threat to the status quo. Those in power might see your initiatives as disruptive and could undermine your efforts rather than support them. This can make your job significantly harder and jeopardise the success of your initiatives.

Focus on incremental steps to responsiveness.

Focusing on incremental steps to responsiveness is key when dealing with institutions or businesses that actively protect the status quo. Even in challenging environments, there are opportunities to make progress, especially if there is not a restructuring that leads to significant job losses, including your own! Provide support and opportunities as follows:

Training and Development: Support your teams by providing training and opportunities for career progression. This not only enhances their skills but also boosts morale and engagement.

Clear Communication: Clearly communicate the benefits of responsiveness and how it aligns with the organisation’s long-term goals. Make sure everyone understands the value and impact of their contributions.

Identify Key Areas: Pinpoint specific areas where responsiveness can be improved. Focus on manageable, incremental changes that can be implemented without major disruptions.

Encourage Creativity: Identify creative individuals who can think outside the box. Provide them with opportunities to explore alternative ways to lead responsiveness. Creative problem-solvers are often instrumental in driving small but meaningful shifts.

Implement Small Shifts: Start with small, achievable shifts that can demonstrate immediate benefits. These can serve as proof of concept and build confidence within teams.

Monitor and Adapt: Continuously monitor the impact of these shifts and be ready to adapt as needed. Use feedback from your teams to refine your approach and identify new opportunities for improvement.

Form Alliances: Build alliances with like-minded individuals within the organisation. Collaborating with others who share your vision can strengthen your efforts and create a supportive network.

By focusing on these incremental steps, you can make meaningful progress toward fostering responsiveness within your organisation, even in the face of resistance.