Change Management Leadership Responsibility 3


Including the 3 sub responsibilities

Responsibility 3: Intervene to Ensure Sustainable Change

The final responsibility for the leadership team in fully implementing their organisation’s change is ‘Intervene to ensure sustainable change’. Now that the leader’s change vision has been implemented, this is about making it sustainable and normal day-to-day operations. It is important that the leadership team are effectively and proactively intervening to reinforce the change.

“Without Intervention from leaders, the change will not be adopted or sustained”

Sub responsibility 3.1: Intervene to Ensure Adoption

No matter how well the change has been implemented into the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks.

“The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change”

Sub responsibility 3.2: Link Performance Measures

Most of the change programme activities will have been completed by this stage. The organisation will have invested a large amount of financial capital, resources and effort on this critical strategic change programme. Most of the programme budget will have been spent and it is now time to focus on benefits realisation, linking the benefits to organisational reporting and every employee’s objective.

“Change and benefits sustainment must be linked to the organisation’s and employee’s performance metrics”

Sub responsibility 3.3: Embed as Normal Operations

By this point in the change programme nearly all the leadership change responsibilities will have been completed. There are only three activities remaining, but they cannot be glossed over, or all of the previous hard work will be wasted. The first and most important sub activity is to transfer ownership of the project from the change team to operations or the new owner. For this to be effective, it must be a structured and formally recorded process.

“The change must be quickly embedded as normal day-to-day operations delivering the intended return on investment”

Blog Source:

Peter consults, speaks, and writes on the Leadership of Change®For further reading please visit our websites: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:

Leadership of Change® Volume 1 - Change Management Fables

Leadership of Change® Volume 2 - Change Management Pocket Guide

Leadership of Change® Volume 3 - Change Management Handbook

Leadership of Change® Volume 4 - Change Management Leadership

Leadership of Change® Volume 5 - Change Management Adoption

Leadership of Change® Volume 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

Leadership of Change® Volume A - Change Management Gamification - Leadership

Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

By Peter F Gallagher

Keywords: Leadership, Change Management, Business Strategy

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