Four Chinese New Year customs you can adopt to improve your change outcome

by The Change Compass | Change approach

It is the year of rabbit in the Chinese New Year of 2023. A quarter of the world’s population celebrates this.   It is also the first year that a lot of countries are emerging from Covid and where there are little or no restrictions on travel and movement.  People are travelling again and taking vacations.  There is optimism in the air.  Optimism that hopefully, the year brings better luck in health and economy for people a new year with hopefully less change and fewer disruptions.

With any Chinese New Year, there is a set of traditional customs that accompany the new year.  These customs have developed over the years as people gather to pray, to gather, to celebrate, and to make wishes for the new year.  For example, the customs of a family getting together to clean their house, having dinner, and staying u late on New Year’s Eve were formed in the Wei and Jin dynasties (220-420 AD).  From the Tang dynasty (618-907 AD) entertainment formed including as firecrackers, dragon and lion dances, and lantern shows.

These customs have been formed to welcome the new and the good and remove the bad and the old.  It helps to gear the families and communities to bring positivity in facing the new year.  These rituals help people focus on the milestone and use it as an opportunity to reset and renew.

In running change projects, we also need to re-gear ourselves for the new year so that we ourselves are in the right head space and outlook to drive successful change in the new year.  How might we do this?  Chinese new year customs offer some useful suggestions.

Tip 1 – Getting the house in order 

To prepare for the new year the Chinese clean their houses and surrounding areas as a symbol of sweeping out any misfortune and traces of bad luck.  This is aimed to rid the house of back luck and misfortune of the past to open up the spaces for all that is new, including good luck.

Change practitioners should also follow suit to ensure that their change initiative is set up for success. Keeping the ‘house in order’ means:

• Ensuring the documentation and data are optimised, easy to access, orderly, and can meet audit requirements.  
• Access to files is well organised and appropriate.  Roles that no longer require access may need permission updates
• The change team resourcing is optimised.  Is there sufficient change resources to meet project requirements for the new year?  How can resourcing be optimised?  If the change management stream was asked to cut costs, what would be items to consider?

Tip 2: Visiting relatives and friends – or stakeholders

Another Chinese New Year custom is to visit friends and relatives.  This is a way for people to bring good wishes to each other.  Often these visits involve bringing gifts such as fruit and local products.  

Change practitioners should begin the new year by meeting with various stakeholder groups.  Bring positive thoughts and wishes to your meetings.  Re-connect with your stakeholder groups to find out how their holiday period fared.  This may be one of those few opportunities during the year where you’re able to connect to your stakeholders at a personal level by understanding more about their families (whatever form the family may consist of).

When you re-connect with your stakeholder groups, think about:

• What are the new or changing needs of your stakeholders in the new year?
• Which stakeholders do you need to spend more or less time with as a result of your experience last year?
• Where are your stakeholders along the change journey?  What else could help to speed up their adoption of the change?
• What communication, engagement, and learning needs have worked well or not so well with them?

Tip 3: Setting off firecrackers and fireworks – or re-highlighting the change

In the Chinese New Year, the firecrackers and fireworks are to create a festive atmosphere to welcome the new year.  It is about creating the right environment.  

In a similar way, change practitioners need to think about how to open the new year with a bang to re-orient their stakeholders to focus on the change.  This does not mean setting off fireworks literally.  But it means being clear about what communications and engagement tactics might be needed to create the right environment for people to focus on the change in the new year.

It may not need to be a communications campaign.  Some ideas of what may work in organisations to draw attention to re-orientate back to the focus on the change:

• An interview with the project sponsor
• Town hall session
• A social lunch or drinks session
• Posters and cards
• Emails about the focus for the year
• Show-and-tell session about the holiday period

Tip 4: New year’s shopping – or update

People buy food and gifts for Chinese New Year for friends and family to celebrate the fresh new year.  This also includes wearing new clothes as a symbol of good health and prosperity for the new year.

In a similar vein, change practitioners should think about what reset or update is needed for the new year.  What has been learned from the past year which can be applied in the new year?  Does the change approach need to be adjusted or tweaked for the new year?

What aspects of the change needs to be updated for the new year?

These might include such as:

• New survey format or tool to allow the project to easily design conditional questioning to probe deeper into  potential change readiness and change adoption blockers
• Change messaging or positioning that may need to be tweaked to better resonate with particular stakeholder groups.  Look at the data in terms of feedback, click rates, or viewership rate of communication materials as evidence
• Change measurement system may need to be tweaked.  Are you able to collect the right type and level of data to make critical change decisions?  How should measures be altered accordingly to better suit the demands of the new year?
• Leverage AI and automation to work more productively and deliver more value.  There is ChatGPT which is wildly talked about that can uses to write content for all types of purposes.  The Change Compass also offers a range of automation and AI tools to make your lives easier in delivering change

These are some of the ways in which change practitioners can practice traditional Chinese New Year’s customs and rituals and apply them to their projects.  Customs have been formed over hundreds of years and exist to mark milestones collectively for people.  They help gear us for the new year, to be better prepared, and to be in the right mindset.  Moreover, they help us to have the capacity to be optimistic.  Through optimism, we can welcome the new year with intentions toward successful change.

Most change strategies are tactics.  Here’s how to do it better.

by The Change Compass | Change approach

Creating a change management strategy is one of the most important pieces of work for the change management practitioner.  Done well, it can drive the change initiative to success.  If not crafted carefully, it can lead the project to its downfall even before the project starts.  A good change strategy should be logical, fact based and clear.  Yet, despite its importance it is one of the least understood aspects of the change management process.

A key pitfall for the change practitioner in devising a change strategy is to create one that is ‘cookie cutter’ and ‘generic’.  Creating a generic change strategy is very easy, not because the change practitioner is lazy or is incompetent, but mostly because there is usually a standard and acknowledged ‘way of doing things around here’ in organisations.  

Organisations are used to doing things in certain ways and this is often incorporated as a part of the ‘culture’.  ‘The way we do things around here’ is often the impetus by which stakeholders reinforce the ‘status quo’ of implementing change in a particular way.  This is because ‘this way’ has always worked in the past and is what people are used to.

What’s wrong with using the status quo you may ask?  Well, sometimes it may be the best way, but not always.  Why?  Because not all changes are the same.  

Changes come in all shapes and sizes, some are large multi-year transformations whilst others are small process improvements.  There are also different types of changes, ranging from significant organisational restructuring, system implementation through to new product launches.  Some changes may require highly structured, process-centric implementation method such as a regulatory process change.  Other changes may be better with a more agile approach, such as transformation programs to improve customer centricity.

Rather than asking what the stakeholders think would be the best change strategy or approach, take a fact-based approach.  If possible, refer to previously implemented changes as benchmarks or comparison yard-sticks.  Ask your stakeholders how previously implemented changes fared against their respective change management strategies. 

Key points of your research should include the following:

• Size/Complexity of the change
• Context/Type of change 
• Numbers of people impacted
• Length of the project
• Engagement and communication approaches taken
• Stakeholder education and influencing approaches taken
• Stakeholder responses and engagement levels
• Lessons learnt and what worked or did not work

Taking a benchmark approach to developing a change strategy ensures that you take into account the facts of what worked and did not work.  You also take into account differences in the change initiatives and how these could have impacted the change strategy taken and therefore the corresponding outcomes.  Where possible, use change metrics such as stakeholder responses or survey results.  These are powerful indicators of change outcomes against the strategies taken.

Most change management strategies are not strategies

If you review change management strategies devised across initiatives, you will find that most change strategies are not actually strategies, but a compilation of change tactics.  These change tactics are a list of aspirational ‘philosophies’ that may be nice to have but there is no real way of knowing how these drive the project to success.

Let’s look at some examples of these change tactics.

Be transparent and truthful.  This is a common used one, where the goal is to be as authentic and truthful as possible with the goal of gaining trust of impacted stakeholders.  This means not intending to making the messaging overly positive, and erring on the side of being as realistic as possible.  This may be hard to implement if Corporative Affairs or Internal Communications does not agree with this approach.

Involve stakeholders in designing the change.  This is another popular aspiration for change initiatives.  The thinking is to be as inclusive as possible to include a range of stakeholders in the design and implementation of the change, so as to maximise engagement.  The more engaged targeted stakeholders are the higher the changes of change adoption success.

Strong senior leader sponsorship.  Thanks to a wide range of books and literature touting the importance of gaining senior leader sponsorship, this is another common one.  Yes, having senior leaders driving the change will go a long way toward ensuring change outcome success.  However, this in itself may not be sufficient.  Again, depending on the type of change it maybe better to have a bottom-up, grass roots approach, rather than a top down approach.

All of the above change tactics may seem sound and logical.  And they probably are.  However, the whole point of a change strategy is not to list out a set of tactics, principles or philosophies.  There could be a very long list of seemingly logical tactics.  It also may not be possible or realistic to commit fully to every tactic.  

Change strategy is about deciding what top few change approaches will be taken that will directly drive the most initiative success.  This means that the change practitioner must start with the project targets and objectives.  These should be as black and white indicators.  For example, increase customer satisfaction by 10%, increase efficiency by 20%, or increase customer responses by 40%.

Now that you have identified the project targets and objectives from the project manager, you now need to identify change management requirements.  For example, to increase efficiency by 10%, the project needs to ensure that the customer service representatives follow the new process 100% of the time.  To do this, the project may need to design a series of audit and system notification processes to reinforce this behaviour.  From a change management perspective your requirement could be ensuring that the report is built into and discussed by the relevant leaders and teams.  Also, that the performance scorecard for concerned roles have built in these metrics.

Let’s take another example.  To increase customer satisfaction by 20% the project needs to ensure that frontline agents know how to have the right type of conversations with customers.  The change management requirement could be to instil continual coaching and feedback to drive continual skills uplift that is based on competency ratings.  The Change strategy would then be driving competency based uplift.

In this way you can see that each part of the change strategy directly contributes to reaching the project targets.  The direct contribution of each change strategy can then be evaluated in terms of its contribution importance.

So now you know how to devise a change strategy that directly contributes to the goals of the project.  Your change management work should be geared around driving this strategy.  And the contribution of your work should be clear and explicit.  It should not be brushed aside as a ‘nice to have’ or too ‘soft and fluffy’.  

If you want to learn more about creating the right change management metrics, visit The Ultimate Guide to Measuring Change.  

Creating the right change management strategy is an important step.  Even more important throughout the implementation of the project is how you monitor and adapt to the challenges that come your way.  Change strategies may need to be tweaked or revised depending on the data you’re seeing along the way.  To find out more about how to leverage data to resolve the most challenging questions during your change journey chat to us about how The Change Management platform can help.