Introducing Something New: Part II

Yesterday I noted that Resistance refers to the assumption that many people will balk at doing the "new" thing because it is different.

Self-fulfilling Prophecy

I've been involved in initiating and running "change" projects for nearly 30 years. Some have been really successful and others have failed miserably. So it's been important to dissect each one in order to learn what each type had in common.

There were a number of factors. But the key difference I've observed in each has to to do with the attitude of the leader and the leader's team toward the employee population as a whole. When the leadership saw the organization as a willing partner they behaved accordingly. When they viewed them as a bloc of resistance that would have to be overcome, they also behaved accordingly. It was a self-fulfilling prophecy and the results were pretty much determined at the outset. If you are going to start a successful change initiative:

1. Use the "vision thing" for context but keep it brief.

2. Lay out the specifics so that people know what success looks like.

3. Avoid the resistance model espoused by so many well-meaning firms. While the psychological underpinnings may be real, the accompanying navel-gazing and chin-stroking can lead to an "us" and "them" approach that will only lead to divisiveness when your goal is unity.

What to think about instead of "Resistance"

Here are some factoids that I hope will set the stage for "what to do":

1. You are enthusiastic because you like change. That may be true--as long as it's the change that you want the way that you want it. Everyone else feels the same way when it comes to their lives. Waxing poetic about the joys of change using textbook biz-speak isn't going to score a lot of points.

2. All people carry around an implicit mental employment contract. When you first join any organization you learn how things operate. In fact, you joined because things operated in a way that matched enough of your values and needs to make 'signing up' an attractive proposition. When it seems as if certain fundamentals are about to change--and you don't know why--the unspoken contract kicks in. "I didn't join for this." "How is this going to affect my ability to do my job well?" "Will I even be able to do the new thing?" "If I can't, what will happen?"

3. In times of uncertainty people look for clear, firm direction that spells out "what" and "when." This shows that the new thing has been thought through and is more than a dream.

4. In the midst of any kind of change we all want some sense of control. That's why it's critical to engage people, across the board, in the "how."

Think about that for a moment: There are a lot of people who do what you do. But "how" you do it is unique. It's also what gives you a sense of satisfaction and control. Million dollar advice: When you start hearing "How will we do that?" you're on your way to success. Once people start discussing "how" they will do something, it's a signal that the "what" has been accepted.

5. It takes everyone a different amount of time to reach understanding and acceptance of new ways of doing things. You can't wait until the last person shouts, "I've got it!" to move ahead. You also can't move ahead until you have a critical mass of "I've got it!"s.

Note: If you are ready to start something new, you have been thinking about it for quite a while. You've wrestled with the pros and cons. You've visualized success and failure. You've gone through the entire range of intellectual and emotional activity.

• You have arrived and are ready to begin.

• Everyone else is where you were when you were on the airplane thinking "Wow, what if we...?"

6. Be seen and be seen often. Talk about the new thing, talk about it often, and talk about it in person. Your physical presence shows leadership, support, and personal involvement; your absence turns the initiative into "one more program."

Readiness, Resistance, What They Did and What You Should Do

In yesterday's post I talked about the Utility that conducted the Readiness survey that sparked unnecessary speculation and angst. I promised that today I'd tell how it was handled and how you can get it right the first time.

The Rest of the Utility Story

• As soon as the executives realized the impact of the survey, they organized small group meetings of everyone in the company.

• At the meetings they explained what they hoped to do, why they were doing it, and what the proposed "changes" would be.

• We then turned the meetings into the equivalent of marketing focus groups and problem-solving sessions (many of the people were engineers, long-time employees, and well-versed in the company's operations). After laying out the information and the intended goals (changes), we then asked a series of open-ended questions that turned the sessions into "How can we make this happen?" discussions.

• The CEO or one of his direct reports was at every meeting and sat at the table as a participant.

What we learned from that (which now seems obvious) is today's tip:

How to Start Your Change Initiative

Readiness

1. Be very clear about what you want to have happen. Be clear about when you want it to happen. Deadlines  produce action.

2. Explain why it's important to the organization and the people in it.
    a. What will be better?
    b. What could be worse if things don't change?
    c. How do you know a and b are true?

3. Jack Nicholson's "You want the truth? You can't handle the truth" was a great movie line.

    Your organization needs the truth in order to provide truthful solutions. People deserve nothing less.

3. Schedule small group meetings to discuss the what, when, and how.

4. Be seen, be involved.

5. Set a deadline for the themes of the small group meetings to be synthesized, presented, and discussed.

6. Listen.

7. If you listen and watch, you'll know what--and how much-- to do next.

8. Keep your data-gathering face-to-face. Surveys produce numbers that are easy to graph. In the absence of context and direction they also produce anxiety and rumors. Even if you have the best survey in the world you still won't know what is behind the numbers unless you talk with the people anyway. Save yourself time and go for the real deal.

I am not opposed to surveys and questionnaires; they can be very effective and I use them in some form at the outset of almost every kind of consulting engagement as a starting point for discussion. I am opposed to using them as the sole data source to kick-off a major change. That viewpoint is based on numerous real-life engagements.

9. Openly acknowledge the validity of people's fears as well as any of your own. The first step in neutralizing a negative is to bring it out into the open. When something is seen clearly it becomes easier to deal with. The unseen takes on a subversive life of its own and everyone knows its there, even if it isn't verbalized.

10. Always--always--communicate more rather than less.

What have been your experiences introducing something new?

Comments

[Karin H.]

Hi Steve

"3. In times of uncertainty people look for clear, firm direction that spells out "what" and "when." "

Think I'm going to forward this gem to Mr Gordon Brown - might give him some much needed direction!

Karin H. (Keep It Simple Sweetheart, specially in business)

[Steve Roesler]

Karin,

If Mr Brown would like some sound consulting advice, please recommend.

Seriously: When things are uncertain, people seek as much certainty as possible. While no one else can provide that in toto, having a specific plan can provide increased confidence.

[Karin H.]

Couldn't agree more Steve. A specific plan although even not perfect is always better than being kept in the dark.

Karin H

[Robyn McIntyre]

Steve, I loved that you reminded me that - although I profess to favouring change - I may be doing so because the proposed change favours me! I forget that, and I shouldn't.