WHY ROSABETH MOSS KANTER WAS CROWNED AS QUEEN
Moss Kanter’s theory is actually two theories for the price of one. Read the list of abilities that a change agent requires and you can quickly identify areas where you need to improve your own skills. But add to that her advice on what a manager needs to prioritise when leading change and she jumps clear of the competition. If you only ever read one book on change, read her 1989 classic The Change Masters.
It’s worth remembering that after death, divorce and moving house, changing jobs is about as stressful as it gets. A major change in your current job isn’t far behind that. Keep this in mind when dealing with staff. Adults learn from their experiences. If a member of your staff had a bad experience of change they are likely to fear any change you propose. If their experience of change was exciting and successful they will probably think that you are moving too slowly and you’ll have to rein them in. The only way you will know how they feel is if you keep your mouth shut and your ears open. Talk to your staff and listen to what they have to say – you may be surprised by what you learn.
Avoid unnecessary haste during any change process. Often there is pressure on the manager to implement the change and ‘get things back to normal’ as quickly as possible. This can be dangerous. If you are to avoid resentment and displays of negative power from staff (see Theory 89) change can only move at the speed of the slowest member of staff. The Titanic went too fast and hit an iceberg. If you rush change you are almost certain to run into your own iceberg. It may not sink your career but it will delay your project and put a dent in your reputation.