There are ample reasons for organizations to change business processes and business practices in this fast moving and complex environment. The market drivers are strong, the business justification is clear and often, ideas on how and where to change are clearly visible to some inside organizations.
It’s too bad that most change management initiatives fail, in spite of the best of intentions. With a bit of advance warning and some darned hard work however, you may be able to avoid the fate of so many that have come before you.
Learn to ask yourself some core questions and keep asking these questions and you might just put one in the win column.
At Least 8 Questions to Keep Asking Yourself as You Drive Your Change Initiative:
1. Why is this change so important? What’s important to you isn’t necessarily important to others. In fact, it might be viewed as adverse to others. Your change is likely interpreted as an indictment or even an accusation by some of your colleagues. Their very human reaction is, “if we need to change in my area, then you’re saying that I did a lousy job.” It’s easy to inadvertently corner people in this situation, and you can bet that they will fight back in some form or fashion. Beware of positive head nods from people hiding daggers behind their backs.
2. Are you being heard over the noise? There’s a great deal of environmental noise about what the firm should do at any point in time. Why should anyone listen?
3. Are the connections clear? Can you connect your change ideas to market forces, specific customers, competitive differentiators and ultimately, a clear path to create value for the firm and other stakeholders?
4. Are you experiencing a power shortage? Those with the power drive the change. Learn to grow power and influence and when it comes to promote change, life is easier. Not easy, but easier. (See: The Noble Pursuit of Power and Influence)
5. Is your message muddled? Building the case for your view on change requires relentless selling supported by crystal clear and compelling messaging. (See my post on Message Mapping)
6. Are you building a case for WIIFM with your stakeholders? The “What’s In it for Me?” other than more work, big headaches, and a possible loss of influence is a very real question that everyone is thinking about as you’re talking with them.
7. Are you getting the right kind of P.R.? Are you leveraging early successes to build excitement? Nothing attracts attention like success, except failure.
8. Are you walking and asking and listening? Building change momentum requires shuttle diplomacy. Keep moving. Spend more time with your enemies and adversaries than you do your allies. Use your allies to engage your adversaries. Always engage with respect.
The Bottom-Line for Now:
Driving change is fun, frustrating, complex, confounding, rewarding, costly and often chaotic all at the same time. The best “change managers” that I’ve observed have a keen appreciation for the complex human factors involved in introducing, catalyzing and sustaining positive change. The idea may be sheer genius, but, unless you engage the hearts (first) and brains (second) of your constituents, you are at risk of joining the super majority of failed initiatives.
-Related Posts:
Management Innovation in the Trenches (at my Toolbox for HR Blog)
Leadership Caffeine: The Noble Pursuit of Power and Influence
The Career Enhancing Benefits of Message Mapping
Art,
One of the biggest reasons I’ve seen change initiatives fail is because the leader(s) or the organization give up too early. I’m not sure who said “Everything feels like a failure in the middle” but I think it’s a fine description of this problem. So often when things feel the most muddled and difficult, it’s close to turning the corner to success. One of the things we need to understand and accept is that sometimes we just need to wade through the messiness and resistance of change in order to get to the end result.
Well said, Mary Jo. There’s a balancing act that leaders deal with ranging from “escalation of commitment” (throwing good money after bad), and giving up just when things begin to go wrong. In my experience, the effective application of project management practices and especially the inclusion of a battle-hardened project manager backed by a strong executive sponsor all combine to help overcome this rush to give up. -Art
Art,
So what should a manager/change leader when they follow nearly all the steps above and there is still resistance to change? An example in mind is my current work place – though the change leader has followed all of the above guidelines, there is still heavy resistance from employees. In fact, the point has been made that there is literally no alternative to the change being made, and still there are unhappy people. What’s a good way to get them on board?
-Nate
Nate, my gut tells me that while the change manager may have followed the guidance, he/she hasn’t effectively addressed one or more of the components. Resistance is a powerful force, and in my own experience, it’s easy to believe that you’ve put in the hard work…but something is off. I don’t know the particulars here and I don’t know if the change-manager is at the top or in the middle, but I’ll assume middle. This individual faces one of the toughest jobs of all, as he/she has to manage upwards, across and through the organization to build Kotter’s strong coalition, to create a galvanizing vision and to get people on the boat…or, at least swimming towards it. To this day when I pursue a significant initiative, I review Kotter’s classic, “Leading Change,” and I redouble my efforts to build the coalition, create a vision that truly (emphasis) resonates and so forth. This is darned hard work and all of the naysayers, resistors and worse yet, the passive resistors will never be completely eradicated. Last and not least, if the change initiative is amenable to becoming a formal project…use the power of project management practices to build credibility for the initiative. Great question…hope I helped. -Art
I think you bring up a great point that is and should be at the center of most conversations of businesses. As the book Open leadership, points out technology is changing. As tech changes the way a company goes about business must change, and like you say a manager and company must be open to change and keep in mind their message and how to better convey this to the public and potential customers along with employees. Constant awareness is crucial.
Alexander, thanks for reading and commenting. Constant awareness and great adaptability are critical. -Art
I agree, Art. Change can be difficult to implement, even when change is proposed with the best of intentions. There are colleagues that I have encountered that have developed a negative association with change. I have to admit that for me, change has been viewed as intimidating. Especially when there is always an association with the need for change to be implemented after a negative situation occurs. The view of “if it’s not broke, don’t fix it” mentality comes to mind. However, in lieu of budget cuts, office reorganization, and methodic strategizing, I’ve learned that in order to be strategic, one must embrace change. Therefore, I believe an integral part in applying change is manipulating the view of others to see that change is not always negative. Thanks for the great post.
Why is the change important? The key to change is let others take credit for the idea and the implementation, especially if it is someone that might take your suggestion as a threat (like your boss). Let others decide it is important and then you have buy-in.
This list on change management covers all the major bases. I myself have been using the “WHIFM” principle for years in Product Management.
Further exploring the ‘power shortage’ issue – Often people jump to grasp the Powers That Be, without exploring the different types of social power they have available to them. Formal power (job titles, etc) are one type, but there are many others like expert power, reward power, and 3 others.
A classic article on social power by French and Raven goes into more detail here: http://changingminds.org/explanations/power/french_and_raven.htm
Power up! 🙂
– Justin T. Smith
Thanks Justin for reading, commenting and sharing your resource! -Art
Art,
I like this post it takes us back to the purpose of having a good manager or boss to lead a team. Most people are afraid of change and think change means something negative. This list was a simple breakdown of what it takes to be a good boss in my opinon that is. I like the one about “experiencing a power shortage,” it starts with the leaders and how they pitch change and how they get people bought into making change. I think showing the important of a change and reaping the benefits is important. Great post!!
Phillip, thanks for reading and commenting. The “power shortage” topic seems to resonate with people. I may have to expand upon that one. Best, Art