Most change initiatives fail. Whether in global corporations or small shops… few realize the lofty aspirations they advertised when launched. It’s not usually for lack of effort. We’re pretty good at managing the mechanical aspects of change… unfortunately, we tend to drop the ball when it comes to the human side of the equation.
Change involves more than checklists and spreadsheets. Change management processes are critical to leading our organizations through change… but leading change is not a “paint by numbers” exercise. When we’re leading change… it’s about the “People”. Ultimately, leaders need to roll up their sleeves and engage with employees on an emotional level. None of the rest matters, if we’re not being thoughtful and deliberate about the human beings involved in our transformation.
In his superb classic “Leading Change”, John Kotter tells us to “establish a sense of urgency” to help our people understand “why” we need to change. Clearly explaining the current crisis, the potential crisis, and/or the potential opportunities help people understand what makes change so critical.
Next, is “creating a compelling vision”; a clear picture of what the change will look like. Checklists, goals, and milestones are not enough. If we want people to follow us – it’s our responsibility to help them understand where we’re going.
To create a sense of urgency and inspire with our vision, we must communicate. Kotter would suggest that whatever we think we need to do in the way of communication, we should multiply by at least 10X. As leaders, our job is creating a clear, inspiring, and compelling vision for change, and then communicating exhaustively… using every delivery channel available at every level in our organization. When possible, we should communicate face to face.
“How” we communicate is critical. If we make our case for change; yet criticize everything that is, people will invest all their energy in defending the history, their ideas, accomplishments, and legacies. We need to honor their work and the sacrifices they’ve made. We need to sincerely thank them for the success our organization has enjoyed to date… Then perhaps, they will allow us to make our case that change is happening at a dizzying pace – and that we need to change and adapt to stay competitive.
Even then, we’ll face resistance to change. It’s human nature.
Leaders can certainly force change… but a “scorched earth” approach often results in a pyrrhic victory. Wise leaders employ empathy and learn to see through the eyes of their people. Rather than attributing ill intent to those that resist, we need to learn to “lean in”. This may sound counterintuitive, but true leaders don’t ignore the concerns of their people. They assume positive intent… and seek to understand.
If we want to overcome resistance, we need to learn why people are resisting. Rick Maurer; the author of “Beyond the Wall of Resistance”, highlights three reasons why people resist change…
- They don’t get it.
- They don’t like it.
- They don’t trust us.
As leaders, we often focus exclusively on “They don’t get it.” We respond with a barrage of spreadsheets, tables, and charts. While logic is critical and a great start, it’s not enough. Change is about far more than facts and figures. Change is about emotion…
When we listen carefully, we often discover that “They don’t like it” is about fear. Our job is to understand the fear. If you’ve ever been on the receiving end of change you know that it can feel like a loss of control and status, that it can trigger fear of failure or even job loss. Do we truly understand? Have we asked… and really listened?
This brings us to – “They don’t trust us”. As leaders, we need to look in the mirror – and ask ourselves about our contribution to this dilemma. Building trust means engaging in open dialog… and making it easy and safe for people to share their questions and concerns. It means being vulnerable enough to ask them “What am I missing?”. It’s being forthright about the challenges they’ll face in the course of the transition – and engaging them in problem-solving to minimize potential negative impacts. It means deliberately working to identify “what’s in it for them”.
Yes, this approach could possibly cost us more time and money in the short term, but ultimately it can help make our change more successful and sustainable. It allows us to talk about “what’s in it for us”… and that is “Change Leadership”!
- “It’s a People Thing”: Recognize that Checklists, Gantt Charts, and Spreadsheets are not enough… Leading change is about authentically engaging with human beings on an emotional level.
- “How” doesn’t matter without “Why”: If we want to jar people from complacency, we need to communicate an inspiring vision… (compelling for them – not just for the organization!)
- “Resistance is Inevitable”: Learn to embrace it… Be empathetic, proactive, and vulnerable enough to go talk with your people to understand their concerns and fears.
- “Honesty is always the best Policy”: Build trust by leveling with your people about the challenges they’ll face in the transition – and work with them to find ways to minimize the negative impact.
- “What’s in it for Them?”: If you want people to buy into your change strategy, identify what they have to gain from the process… If there’s nothing in it for them, you may want to rethink your strategy.