A mentor of mine, the late Gordy Myers, was a master of helping people navigate the process of change in organizations. A lot of leaders pitch change by looking to some desired outcome in the future. But when people who have a stake in what’s happening are processing change, it’s far more personal and “here and now.” While some are optimistic, many can feel reluctance or defensiveness. A change initiative can feel like a “push,” and when people get pushed they often push back. It’s a way of protecting something they value. If the change will require them to learn new skills or work with different people, for instance, they might feel a sense of loss for their competence in their existing role and for the work relationships they have. They may worry about their reputations: if they’re not as good in the new reality, how will others perceive them? All to say that Gordy realized that resistance to change is an individual’s response to some kind of ending or loss, and that those endings and losses define their commitment to the change itself.
Knowing that change would fail without the requisite level of commitment, he came up with this diagnostic to help leaders assess where their people were when it came to the forthcoming change.
When envisioning change, most leaders’ default is to want everyone to be on the “Make It Happen” rung. But getting everyone amped about a change you’re passionate about isn’t the way to boost or maintain commitment. Gordy coached leaders to look at the specific needs of stakeholder groups and find out what it would take to move up one rung. If you help someone who’s at “Work Against” step up to “Let It Happen,” you’ve reduced resistance and made your job easier.
Here are some strategies you can use to increase engagement and move people up the commitment ladder:
- Identify the key individuals and groups that can impact the change process for better or worse. Who is most effected? Who are the key influencers? What’s at stake for them?
- Tailor your message to each group. What’s most relevant for that person/group? Make sure you include a strong “Why” in your message – what’s the compelling reason/rationale for the change? Address the endings and losses people may be experiencing. Thinking about “what’s in it for them” is also important. Make sure it’s of genuine benefit, not something you want them to think is beneficial – if they think you’re putting lipstick on a pig, they’ll move down the ladder.
- Get their input about what would increase their commitment to take the first steps. Once people get moving, many of their objections turn out to be imagined or inconsequential. They don’t need to buy-in to the whole change, just the next steps in the process.
- Check in early and often. Their legitimate objections need to be addressed, and new issues and problems will crop up. To become resilient, help teams find ways to adapt and improvise.
- Recognize even small successes. When people feel awkward at a task, wins don’t feel like wins. Point them out and celebrate them. Highlight those accomplishments individually and publicly. Show the team they’re progressing. As people feel more competent and successful, their commitment will go up.
What tips would you add to this list? Feel free to leave a reply below or on LinkedIn.
Comments are closed.