The term “change management” has developed a bad rap. Synonymous with things like headcount reductions, reorgs and talent management redesigns, it’s no wonder that many employees fear change management initiatives. Not to mention that most change management programs fail. According to John Kotter, considered by many to be a guru in the field of change management, only 30 percent of change programs actually succeed.
So, if the odds are stacked against you, how do you really be the change you wish to see?
An article by McKinsey & Co. highlights the link between behavior and change:
Motivation = behavior change. What motivates one person doesn’t motivate another. Change leaders need to understand and communicate all five things that motivate employees – impact on society, impact on the customer, impact on the company and shareholders, impact on the working team, and impact on self.
Listen, not tell. Managers and employees should be able to “write their own story.” When we choose for ourselves, we are far more committed to the outcome. Creating a sense of ownership is the key to commitment and sustainable results.
Embrace Newton’s third law (“For every action, there is an opposite and equal reaction.”). Forces result from interaction. Create opportunities for managed experimentation and quick success. Remain neutral between positive and negative approaches and messages in the ideation process.
It’s not you, it’s me. Knowing what to change at a personal level and then making those changes is the ticket to “being the change you wish to see.” Seek out feedback, don’t be afraid to share that feedback, and hold yourself accountable to change and improve.
Make way for unconventional leaders. Success depends less on how persuasive a few selected leaders are and more on unexpected members of the rank and file who feel compelled to step up and make a difference in driving change. Embrace grassroots leaders – the underdogs, misfits and non-traditional “influence” leaders.
Money does not equal happiness. It's the thought that counts. The beauty of this equation for change managers is that small, unexpected rewards can have disproportionate effects on employees’ satisfaction with a change program.
Be fair and just. Employees will go against their own self-interest if the situation violates other notions they have about fairness and justice. Be especially attentive where changes affect how employees interact with one another and with customers.
It’s what on the inside that counts. Since attitudes, feelings and beliefs drive behavior, consider elements such as personality types, emotional intelligence, and vocational identity when casting roles and changing performance. Employees are what they think, feel, and believe in.
Actions speak louder than words. It’s not enough to talk about lowering the barriers for employees to practice new skills. You have to give them the time and space to actually do it. And consistency is key – training shouldn’t be a one-off event. Consider taking a “use it or lose it” approach where training is spread over a series of learning forums with fieldwork assigned in between. Also consider assignments that link directly to the day jobs of participants. Finally, consider outcome-based measures and / or certifications that recognize and reward the skills attained.
Source: Dewar, C. and Keller, S. McKinsey & Co. April 2009. “The irrational side of change management.” Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/the-irrational-side-of-change-management?cid=other-eml-cls-mip-mck&hlkid=9bc9d6d99b364ae8bfa92c42d126fce0&hctky=&hdpid=d26d3c28-9d6a-4327-837f-851d2dad2235