HOW TO GET YOUR TRANSFORMATION OFF THE GROUND AND FLYING ✈

When you next take a flight, make a list of all the services, people (roles) and infrastructure that gets you safely from A to B.

Ground staff, gate agents, cabin crew, pilots, baggage handlers. And then there are the people you don’t see – for example Air Traffic Controllers and Pilot Training Centers.

This ecosystem operates as a whole, with each playing a key part in getting you (and maybe your luggage) safely to your destination.

So how can we translate the aviation journey into an effective strategic and

holistic approach to Transformation? 

In the same way we get passengers from A to B, how can we translate this to employee change journeys?

Let’s think of the following ecosystem:

These are some of the key players with each playing a defined role.

Let’s look at them one by one and explore how this relates to transformations in large organizations.

One of course does not simply show up and fly a plane. 

In addition to a minimum of 18 months training to qualify, they additionally are required to pass medical tests, so must maintain their fitness.

Transformation requires several hats and many disciplines – for example, that of business strategist, program manager, risk manager, change manager, diplomat, coach. 

Change is hard, both for those being changed, but also leaders of transformation and it’s important they have the tools, self-preservation and resilience to maintain their (physical and mental) health to keep the momentum.

Therefore, good development of transformation leaders takes a holistic approach to equip them with the right mindset, skillset and toolset to manage complex change programs.

However, upskilling should not just be targeted at transformation leaders. 

It is critical that other stakeholder populations feel able to embrace change, and their specific roles are made clear. Each should be confident and able in their role. 

• Managers play a huge part in the success of any transformation
• Executives have strong sponsorship and leadership roles, removing barriers to effective transformation and enabling conditions for success. 
• Pay special attention to impacted Individuals, who are better prepared to embrace change and adapt if they are equipped appropriately. Change is, after all, is the only constant.

If you follow the adult learning theory of 70:20:10 (or as I refer to it - Experience, Education and Exposure) there are some effective strategies for developing transformation excellence.

For Education (the 10%), consider how a flight simulator plays a key role in pilot training by removing the risks of real-life flight mistakes. Business simulations are an effective way to learn as they provide no or low-risk exercises allowing for learning through trial and error, without jeopardizing business continuity, operations or, potentially your career.

Transformation expertise can also be developed through Exposure (20%) – by building an engaged community of transformation practitioners. Best practices can be shared (steal good ideas with pride!), and coaching and sounding boards provided. Communities increase your sense of belonging, cohesion, innovation, safety and diversity. They hold each other up through adversity. Stronger together.

And lastly, Experience (the 70%). Some things are just learned by doing, by experiencing the highs of success and learning from the lows of failure. No matter the potential, choosing new leaders to head transformation programs should never be setting up someone for failure – mastery of the skills to lead large complex transformations take years (if you ever fully learn!), so steps in responsibility should be carefully judged. 

I strongly advocate for linking a company’s talent and succession strategies to the appointment of transformation leaders. It’s a critical experience on the way to the C-suite. For a CEO or Executive Committee member to adeptly sponsor transformation initiatives, this provides an invaluable experience.