Step 6) Generating Short-term Wins: Plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved.
Step 7) Never Letting Up: Use increased credibility to change systems, structures, and policies that don't fit the vision, also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents.
Step 8) Incorporating Changes into the Culture: Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
Operationalizing and institutionalizing this type of process takes commitment and training from the executive suite to middle management to the security guard, but the payoff is exponential; financially, competitively, and, when it comes to the security function, organizational strength and resilience.
The next NGSL program is scheduled to take place on Monday, Sept. 23 prior to the ASIS 2013 conference. It is the premier leadership forum for managing and navigating change in the security industry. Today, I am not aware of any consultants or integrators who are staffed to help train or manage a change effort in the security industry. The NGSL program is timely and needed.