Dear Springboard:
Our company needs to make some major changes to stay competitive. I’ve heard that up to 70% of organization change initiatives fail. What do you suggest to give us a better chance of success?
Sign me,
Intrepid and Pragmatic, too
Dear IaPt:
You’re right that far too many of these change initiatives don’t deliver.
Too often, senior leadership tries to rush the process: they try to achieve too much too fast; they don’t take the time and effort to get the necessary employee buy-in; and they don’t sustain their support long enough to keep it alive and a daily priority with staff.
To give yourself a better chance at success,
the first thing I would emphasize is great communication throughout the process. I am big proponent of clear, honest, open communication to provide as much transparency as possible. It’s essential for trust.
Frequently, leaders withhold information. They calculate the risk of disclosure with the perceived safety of not telling the employees as much as they actually can.
The risk they overlook is that when there isn’t enough communication, people will always fill the space and they almost always fill it with fear-based, negative, made-up scenarios.
Sharing more of what you can nurtures trust and cooperation.
Vision
It’s important that the vision is clear, why the change is important, and that the ideal outcomes are accepted as desirable and fair. It’s also helpful to create a sense of urgency.
Employees need to know why senior management wants the change and, ideally, what’s in it for them. At an individual level, the first reaction to an announcement of change is, “What does this mean for me?” Usually, followed by, “What am I losing in this new scenario?”
Emphasize the positives of the new vision: what they can gain at the individual level and how the organization will benefit. Build some excitement.
It’s also helpful to clearly communicate how they can participate, what the new expectations are, and what behaviors need to change.
Alignment
Remember how important it is for people to feel seen and heard – and that they matter. It’s key to getting buy-in and support. One too-frequent scenario is all the change planning is done in the C-suite and a plan is handed down as a directive, a done deal.
It’s much more effective to involve many levels of the organization. Engage mid-level managers and frontline employees early in the process. They often have valuable insights and their involvement increases buy-in and smooths implementation.
This sets the stage to help people accept and commit to the change. It can’t be about just giving directions. Involve the people affected, listen to them and sincerely consider their ideas. This helps to build trust – and future commitment.
Your organizational culture is critical to the success of change management. Don’t throw the baby out with the bathwater.
Make the most of your existing culture rather than trying to fight against it. Understanding and leveraging key elements of your culture can significantly smooth the path for transformation.
Execution
Change takes time.
As a leader, your patience and persistence in supporting the effort is critical.
Celebrate small wins to sustain motivation. Hold people accountable for behavior changes. Remember that the process requires engaging both the rational and emotional aspects of the employees affected.
Organizational change often requires support and education as employees adjust. It’s important to offer training and resources to develop the skills they need to succeed in the new environment. This builds confidence and competence, and reduces resistance to the change.
As part of a growth mindset, champion agility and foster a culture of learning and openness to feedback.
An echo of the earlier buy-in process, being willing to adjust your approach as you go will invite more support and commitment from employees. This can and should include compromising in response to the realities of implementing the change.
Keep communicating the benefits for the organization and the employees.
As a leader, walk the talk – consistently, visibly and . . . tirelessly.