How To Not Implement Change Initiatives
The modern business world is evolving rapidly, and organizations that wish to be successful must be willing to embrace new ways of doing things. But even well-meaning, agile leaders often face an uphill battle when it comes to transformation, for the mechanics of making change happen can be difficult, especially when in a complex structure like an organization. But some techniques are better – and more likely to result in lasting change – than others.
Strong and innovative ideas and theories are not enough. Just as critical are effective planning, communication, and implementation processes. Here are 14 change initiative mistakes to avoid as you undertake digital and other types of business transformation.
Driving from the bottom instead of the top
Any successful change strategy requires the enthusiastic involvement of managers and employees on the ground, and bottom-up goal setting is terrific for innovation and morale. However, unless you work in an organization with no hierarchy (and then you have other problems), your proposed change won’t go anywhere without executive buy-in and ongoing support. So, get it and get it early.
Assuming everyone agrees
It’s a mistake to believe that the majority perspective mirrors yours, even if a certain point of view seems obvious. For example, it’s tempting to think that everyone would naturally support a flexwork or automation initiative, but without polling and/or focus groups with representation from all functions and roles across the organization, you really can’t be sure of anything. Even if you’re in growth mode and are under pressure to act, do your due diligence before pulling the trigger
Relying solely on logic
It’s necessary to build a bulletproof business case full of rational and objective arguments for your strategy, but don’t forget passion, fire, and story. Unless people can feel the problem you are trying to solve, they won’t be motivated to help you. There’s a happy medium here, though. You must create a sense of urgency and use emotion to persuade people to action without coming across as over the top.
Insisting everyone fall in line right away
There’s a reason the most popular new style of management is called transformational leadership. The era of command-and-control – hierarchical dictatorships – is long behind us, and today’s most effective leaders understand the need to introduce change gradually and in a non-threatening manner. People may not accept and 100 percent support your strategy right away, and that’s okay. Ongoing discussion is part of the process.
Defining your culture
Corporate culture is an unseen, but tremendously powerful, force. In any organization, so much goes on behind the scenes of organizational charts, mission statements, and annual reports. Gaining an in-depth understanding of what drives your culture is a critical step in undertaking any change strategy, even those that aren’t technically “culture” initiatives.
Giving non-negotiable direction
Change strategies should include specific rollout plans and timelines, but they should also incorporate wiggle room for managers and employees to customize their implementations and put their unique signatures on the effort. Acting like a tyrant and micromanaging everything is not likely to endear you – or the initiative – to the organization.
Leaving out implementation specifics
On the flipside of this, you can’t unveil a proposed change strategy and leave your organization to its own devices. In most situations, the “how” is far more complex than the “what,” and you may need to explain exactly what your plan means to individual groups and employees. How will it impact their daily responsibilities, the way they communicate, and the way they execute deliverables? Don’t assume people will automatically make the right connections: spell them out whenever possible and realize that some ongoing training and coaching may be required.
Focusing too much on the kick-off
We’ve all been there. Someone has a great concept, everyone else jumps on board, and in short order the initiative becomes more about the launch than the organizational change itself. Remember that the launch day is just that – a day. It’s fine to plan a celebration, but make sure you follow it up with clear and sensible execution.
Going public prematurely
There’s no better way to undermine your initiative than to have employees hear about it from outside the organization. Especially if you work at a large or publicly traded organization, details may either be purposefully shared or accidentally leaked to external stakeholders such as analysts and journalists. If you don’t want to start off on the wrong foot with a lot of peeved employees reading about your plans online, emphasize confidentiality until you are ready to announce.
Ignoring detractors
Inevitably, some within your organization will resist your proposed change. They’ll all have their reasons. It’s human nature to avoid conflict, but if you’re wearing blinders when it comes to opposing viewpoints and either direct or subtle attempts to block your progress, you’re setting yourself up for trouble later. Instead, anticipate objections, plan your response, and communicate systematically with those who don’t agree.
Not digging deep enough on resistance
There will, of course, be times when you can and should win over your detractors. But in other situations, people will resist your idea for genuinely good reasons. They may, for instance, be privy to inside information illustrating why the initiative won’t work. Before proceeding, investigate if there is more to the story than a disgruntled employee. You may uncover information that will help your case in the long run.
Failing to execute a rollout/communication plan
Speaking of communication, recognize that informing the organization about the strategy at frequent intervals is essential to any change initiative. Ensure that you have enough resources to accomplish your goals AND talk to people about them. Target your message to the needs of different organizational groups, solicit feedback often and put systems in place that facilitate an ongoing, two-way dialog.
Pushing for full as opposed to incremental change
When I advise clients who say they’re procrastinating because they’re overwhelmed by the sheer size of a task, I encourage them to break down the assignment into manageable chunks that can be accomplished one step at a time. Recognize that the scale of some transformations will naturally cause people to bury their heads in the sand. So instead of insisting on an overnight implementation, provide one or two small steps that are easy to achieve and will result in increased momentum and cooperation.
Measuring faraway outcomes
Meaningful organizational change often takes years, yet most people lose interest in an initiative after a few weeks or months. Be prepared for this, and bolster excitement and commitment by continuously rewarding the accomplishment of shorter-term goals. Also, don’t stick too rigidly to your original plan. Successful long-term change requires constant re-evaluation and adjustment based on the ebb and flow of business. Even if you have lived and learned and no longer make these mistakes in your transformation efforts, there are bound to be thorny issues and frustrating setbacks. Be patient with your people and yourself and remember that while transformation may not be the easiest path, it is certainly the smartest and most essential to 21st century success.
