You think you’ve got problems?

"The only constant today is change." This assertion was quoted to me last week as I led a lively discussion with a group of senior managers in the pub after a heady day of strategic change planning.

And there are plenty of books and models around to help the process along as well as ample stories about why change doesn't always work.

However, based on the latest research on what does make change work, Kaizen have summarised the twelve biggest lessons from organisations around the globe for successful change. These lessons have been applied in every case of successful change that we have experienced and although there are others, these twelve seem to be pivotal.

So are the lessons true? Are they always valid? I searched for an example to test the lessons on.

Sitting in front of my TV this week it occurred to me that there can't be many more challenging change programs than changing the leadership and political structure of an entire country. So if these twelve lessons are to be robust, we should be able to see them in action in Iraq. In this tip we will examine just two of the twelve.

The first lesson is:

The leader's role is critical

Whether you agree with the war or not, it's hard not to be impressed by the leadership of Mr Blair and Mr Bush but the next stages are going to be far more tricky. Finding a leader acceptable to the different interest groups in Iraq and the wider world is already proving to be contentious but similar historical examples indicate that the lesson is valid. Nelson Mandela in South Africa and Lech Walesa in Poland to name but two.

In organisations involved in change, the leader's role is equally critical. Whether you are a director, a manager or a team leader people will look to you for clues about what's important. Not just in the words you use but in the music in your voice, the dance in your manner.

Ask yourself (and them):

• Am I communicating my vision in ways they can understand, relate to and engage with?
• Am I doing this every single day?
• How am I modelling the way, enabling others to act, encouraging the heart?

The second lesson for today is actually number twelve on our list:

Anchor new approaches into the culture

People find comfort in the "old ways" and however awful this was there will be a temptation to revert back to the way things were. It's unlikely that the Iraqis will look for another Saddam but the uncertainties of a developing democracy will cause discomfort in the years ahead. And it isn't just about hearts and minds. The infrastructure of the country will need to change as well. These changes will need to be locked in so that they become as embedded as the old ways were.

And so it is for organisations. For change to be completely anchored, the infrastructure that supported the old ways needs to change.

Changes to systems and processes also need adjusting in line with the new way of doing things. For example rewards need to fit new behaviours and attitudes, HR strategies need to be aligned including recruitment, selection, development, performance management systems and so on.

It would seem that this lesson is also valid so ask yourself:

• Are we trying to support new ways of working with the old systems? Have we adapted rewards to reflect new performance criteria, values or behaviours?
• Have we adapted our recruitment and selection criteria to attract new people who will share the vision?

For organisations (and countries) undergoing change the role of the leader and the foundation that change is built on are fundamental to whether the journey is successful or not.

By being a change role model and making appropriate adjustments to the infrastructure you have applied two of the twelve most important lessons to ensure successful sustainable change in your organisation.