The most common question I'm asked, when I begin working with a company to support their change initiative is, "how do we get people to do what we need them to do?" When the stakes are high and time-lines are tight, answering that question is key to moving any project forward. So, why is it so hard to get people on board, and what can leaders do to help people dig in and support the change?
All organizational change requires individual behavior change. I think people drag their feet and resist engaging in the new behaviors that change requires of them because they can't see the personal benefit of cooperating. They don't get the WIIFM (what's in it for me) and until that question is settled in people's hearts and minds, very little happens.
Now, I'm not saying that we humans aren't capable of altruistic behavior on the job. Most employees are happy to contribute to the United Way campaign or pitch in for an ill team member when necessary. The WIIFM in these instances is easily identified; there's a good feeling attached to helping those in need. What I'm talking about is that committed, sustained behavior change that's required to transform an organization.
Here's the deal - People need incentives to make real change happen. That new outfit for loosing those last 10 pounds, the degree for slogging it through all your classes or a medal for being the first to cross the finish line. Incentives give us energy when we're tired, a boost in morale when we're discouraged and a reason to go on - when we're not sure we can keep going.
Basking Robbins has 31 flavors of ice cream. Do you offer thirty-one different reasons for employees to engage in your change effort? People want different things, and incentives generally fall into five categories:
Power or status activities
· Unique Opportunities
· Recognition
· Compensation
· Opportunities to Pay it Forward
Incenting employees can be as easy as asking them how they see their part in the change, where the jazz is for them, and what reward or pay-off they see for helping their team or department achieve the new goals. If you ask, people will be happy to tell you what's in it for them. Short - sighted leaders sometimes think that the only employee incentive (WIIFM) should be keeping a job. Not enough with today's war for the best talent.
In the spirit of Christmas, I've got a gift for you. Clink on this link Incenting & Rewarding and you can download four pages of possible incentives. You may find some that fit with your culture and change effort. Or maybe the things on my list will spark an idea in your mind, or your employee's minds. I encourage you to get familiar with exactly what's in it for your employees to get on board. Help them find their WIIFM early on in the project - and you'll see a greater degree of engagement all along the way.
Let me know which of the incentives you like best. Better yet, add to my list by posting to my blog.
Veterans
As I write this it's Veterans Day in both Canada and the US and the airways are full of stories of determination, sacrifice and heroism. I think it's fair to say that, regardless of our national or political affiliation or beliefs, in our hearts, we all applaud the kind of courage it takes to be willing to risk it all to gain an important victory.
On CNN tonight, soldiers represented the major historical US military involvements from World War II, the Korean conflict, the Vietnam War, Iraq and the current efforts in Afghanistan. When Lou Dobbs asked the Navajo 'Code Talker' from WWII to articulate what he thought Obama should do now he hesitated, swallowed hard and then softly spoke of the need to work towards peace. As each Veteran, in turn, gave their perspective on the current military actions I couldn't help but think how valuable their perspectives are. Each one spoke of the need for sober second thoughts and wisdom filled choices.
No armchair quarterbacks here; these are men and women who have lived it. They've been in the thick of battle and have stories to tell and wisdom to share. They've seen the enemy and faced em down. There is no real substitute for on the ground experience - in war and in leading change.
Hindsight really is 20/20.
When I get called into a company to help with a new change initiative I'm aware that there is often an underlying cynicism about how valuable the stories from the past will be in moving forward. I witness the slight rolling of the eyes as long term employees are described as naturally resistant to change and not to be counted on as Change Champions. Really?
What if we took another look? What if we honored long time employees as our 'Change Veterans'? What would happen if we asked them to share their perspectives on past change efforts, their knowledge of the enemy (change failure) and their strategies for coping with fear, stress and the uncertain future that most organizations are facing. They might just have something to share with us; they might hold a viewpoint that could inform current choices and temper risky plans.
The best way to move beyond superficial indicators of a person's ability to make change, and get to the core of their true capacity, is to assess their change style. Hundreds of organizations have done this by using my Change Style Index - an individual, self-assessment tool that reveals both transitional strengths and limitations. I designed the Change Style Index to be used in conjunction with a team or organization's change planning activities. If you'd like to find out what kind of changer you, and your team, really are - let's talk!
On CNN tonight, soldiers represented the major historical US military involvements from World War II, the Korean conflict, the Vietnam War, Iraq and the current efforts in Afghanistan. When Lou Dobbs asked the Navajo 'Code Talker' from WWII to articulate what he thought Obama should do now he hesitated, swallowed hard and then softly spoke of the need to work towards peace. As each Veteran, in turn, gave their perspective on the current military actions I couldn't help but think how valuable their perspectives are. Each one spoke of the need for sober second thoughts and wisdom filled choices.
No armchair quarterbacks here; these are men and women who have lived it. They've been in the thick of battle and have stories to tell and wisdom to share. They've seen the enemy and faced em down. There is no real substitute for on the ground experience - in war and in leading change.
Hindsight really is 20/20.
When I get called into a company to help with a new change initiative I'm aware that there is often an underlying cynicism about how valuable the stories from the past will be in moving forward. I witness the slight rolling of the eyes as long term employees are described as naturally resistant to change and not to be counted on as Change Champions. Really?
What if we took another look? What if we honored long time employees as our 'Change Veterans'? What would happen if we asked them to share their perspectives on past change efforts, their knowledge of the enemy (change failure) and their strategies for coping with fear, stress and the uncertain future that most organizations are facing. They might just have something to share with us; they might hold a viewpoint that could inform current choices and temper risky plans.
The best way to move beyond superficial indicators of a person's ability to make change, and get to the core of their true capacity, is to assess their change style. Hundreds of organizations have done this by using my Change Style Index - an individual, self-assessment tool that reveals both transitional strengths and limitations. I designed the Change Style Index to be used in conjunction with a team or organization's change planning activities. If you'd like to find out what kind of changer you, and your team, really are - let's talk!
Who Are These People and Why Are They Driving Me Crazy?
Change initiatives bring out the best - and worst - in all of us. From senior leaders to front line staff, we often need very different things from each other to make a transition successful.
A few of the most common Dimensions of Diversity that can derail an organization's change plans are:
Values: Shaky and/or not shared by the entire group
Vision: Fuzzy and/or not embraced by key leaders
Competencies: Risk tolerance disparities among leaders
Attitudes: Resisters working along side of Change Champions
Personal Style: Thinking and responding styles colliding
I know that ethnicity, age, gender, education and such are the big markers of diversity. Fair enough, they affect many aspects of our work life. But, I think our approaches to change, both helpful and not, go deeper than that.
Personal biases towards change, risk tolerance and individual style run deeper and can cause more headaches than the obvious points of difference when groups are in transition.
The first step in leveraging differences is to make the unknown, known. Speak it, share it, and make it visible. Create opportunities for people, at all levels of the organization, to declare their perspectives and preferred approach to change. Than make the plan fit the folks!
By making differences transparent, everyone has the opportunity to get their own needs met, while learning to flex their style to accommodate the styles of others. When push comes to shove, as it often does in the throws of intense change, understanding each other is Job #1.
The tool that my client's tell me is the most helpful at really uncovering differences is DISC Personal Profiles. I've done dozens of DISC Team Workshops that are fun and interactive, and get at the core of differences among team members - highlighting how they can work together more productively. The Dimensions of Diversity list above acts as the backdrop in the workshop to understanding group norms and uncovering both strengths and gaps.
If your team is launching a change initiative, let's talk about what you're really going to need to be successful. Individual diversity can 'choke out' or 'lead the charge' to success...you get to decide!
A few of the most common Dimensions of Diversity that can derail an organization's change plans are:
Values: Shaky and/or not shared by the entire group
Vision: Fuzzy and/or not embraced by key leaders
Competencies: Risk tolerance disparities among leaders
Attitudes: Resisters working along side of Change Champions
Personal Style: Thinking and responding styles colliding
I know that ethnicity, age, gender, education and such are the big markers of diversity. Fair enough, they affect many aspects of our work life. But, I think our approaches to change, both helpful and not, go deeper than that.
Personal biases towards change, risk tolerance and individual style run deeper and can cause more headaches than the obvious points of difference when groups are in transition.
The first step in leveraging differences is to make the unknown, known. Speak it, share it, and make it visible. Create opportunities for people, at all levels of the organization, to declare their perspectives and preferred approach to change. Than make the plan fit the folks!
By making differences transparent, everyone has the opportunity to get their own needs met, while learning to flex their style to accommodate the styles of others. When push comes to shove, as it often does in the throws of intense change, understanding each other is Job #1.
The tool that my client's tell me is the most helpful at really uncovering differences is DISC Personal Profiles. I've done dozens of DISC Team Workshops that are fun and interactive, and get at the core of differences among team members - highlighting how they can work together more productively. The Dimensions of Diversity list above acts as the backdrop in the workshop to understanding group norms and uncovering both strengths and gaps.
If your team is launching a change initiative, let's talk about what you're really going to need to be successful. Individual diversity can 'choke out' or 'lead the charge' to success...you get to decide!
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