Making Change Stick
Making Change Stick
In truth, driving sustainable change requires persistence, skill and hard work. Armed with a strategy and an understanding of what it takes to make change stick, you can be successful. Below are five things you need to know and do to lead sustainable change.
1. Address resistance before it occurs. It’s predictable: The people asking you to lead them through change will be the very ones who will fight and resist you every step of the way, so challenge them before you start. Ask them to predict where the strongest pockets of resistance will most likely lie, and what they’ll do to help you overcome those challenges. Let them know you’ll likely need to make unpopular decisions, whether it’s letting people go or shutting down a plant, or ending a legacy product or service. Gauge their reactions, and ask how they’ll specifically support you when resistance hits. If you don’t like or don’t trust the answers you hear, reconsider accepting the position, or at least go into it with your eyes wide open, knowing better the challenges that lie ahead.
2. Leaders don’t change organizations, people do. Your job isn’t to personally change anything, but rather to inspire those who can: the receptionist who greets your customers; the sales support staff who handles their complaints; the engineer who designs the products, and the salespeople who interact with the customers who use them; they are the true agents of change. It’s your job to show them why they should. You do this by continually sharing and reinforcing an uplifting message and vision of a future that’s worth waiting for, and worth fighting for. People will make ongoing sacrifices to effect sustainable change; if they can see the reward is worth the effort. It’s your primary job to make that connection for them.
3. Stay close to your friends. Stay closer to your enemies. Abraham Lincoln populated his cabinet with political enemies. He knew that it was easier to influence his detractors from close range than to deal with their potshots from afar. Similarly, when Franklin D. Roosevelt was preparing the United States for war, he invited the input and participation of business leaders who loathed him and despised his policies. He knew that without their sacrifice and support, America could never produce the weapons and means necessary to defeat her enemies. Therefore, invite everyone to participate in the change process. Failing this, resistance generated by your strongest detractors will gradually erode any positive effects you may otherwise achieve.
4. Get comfortable with being uncomfortable. The old saying “Better the devil you know than the devil you don’t” is both cogent and wise. Even if circumstances are less than ideal, many people are slow to change for fear of the unknown. Just like the soreness that a first trip back to the gym will predictably produce, so too will change produce some doubts and discomfort at first. Therefore it’s important to normalize these feelings. Predicting they will occur will help people interpret them as a sign of progress when they do. Finally, reassure your followers that, just like muscles eventually adapt and get stronger in response to increased loads, so too will people gradually become stronger and more comfortable as they adapt to the newness of change.
5. Be honest, especially with yourself. It’s easy to articulate changes you’d like to see happen (personally losing ten pounds, say, or gaining ten percent market share on the professional side) but change comes at a price: it requires time, effort and often, sacrifice. Many change efforts fail because the leaders were never one hundred percent committed to them in the first place; or, if they were, they did not get others fully on board (per our first four points above). Therefore it’s vital that you truly believe in and want the change you’re about to lead. It can’t just be something that seems like a good idea, or worse, the latest trend everyone else is embracing. Begin by taking a look in the mirror: if you don’t passionately want to make this change happen, no one else will either.
A Final Word
Leading sustainable change requires leaders who care, followers who believe, and a commitment from both to persevere; for if your cause is great, so too the rewards.
Making Change Stick - To learn more about this author, visit Gary Bradt's Website.
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It’s easy to talk about change but actually making change happen is not. How many times have we seen politicians from mayor to President run on a platform of change only to be stymied by the forces of the status quo once in office? In organizations, new leaders promising change arrive with great fanfare and panache. Speeches are made and initiatives begun, only to inevitably fade into impotent obscurity when those leaders move on and the status quo returns. At least until the next leader arrives touting the New Big Idea, when the cycle repeats.
In truth, driving sustainable change requires persistence, skill and hard work. Armed with a strategy and an understanding of what it takes to make change stick, you can be successful. Below are five things you need to know and do to lead sustainable change.
1. Address resistance before it occurs. It’s predictable: The people asking you to lead them through change will be the very ones who will fight and resist you every step of the way, so challenge them before you start. Ask them to predict where the strongest pockets of resistance will most likely lie, and what they’ll do to help you overcome those challenges. Let them know you’ll likely need to make unpopular decisions, whether it’s letting people go or shutting down a plant, or ending a legacy product or service. Gauge their reactions, and ask how they’ll specifically support you when resistance hits. If you don’t like or don’t trust the answers you hear, reconsider accepting the position, or at least go into it with your eyes wide open, knowing better the challenges that lie ahead.
2. Leaders don’t change organizations, people do. Your job isn’t to personally change anything, but rather to inspire those who can: the receptionist who greets your customers; the sales support staff who handles their complaints; the engineer who designs the products, and the salespeople who interact with the customers who use them; they are the true agents of change. It’s your job to show them why they should. You do this by continually sharing and reinforcing an uplifting message and vision of a future that’s worth waiting for, and worth fighting for. People will make ongoing sacrifices to effect sustainable change; if they can see the reward is worth the effort. It’s your primary job to make that connection for them.
3. Stay close to your friends. Stay closer to your enemies. Abraham Lincoln populated his cabinet with political enemies. He knew that it was easier to influence his detractors from close range than to deal with their potshots from afar. Similarly, when Franklin D. Roosevelt was preparing the United States for war, he invited the input and participation of business leaders who loathed him and despised his policies. He knew that without their sacrifice and support, America could never produce the weapons and means necessary to defeat her enemies. Therefore, invite everyone to participate in the change process. Failing this, resistance generated by your strongest detractors will gradually erode any positive effects you may otherwise achieve.
4. Get comfortable with being uncomfortable. The old saying “Better the devil you know than the devil you don’t” is both cogent and wise. Even if circumstances are less than ideal, many people are slow to change for fear of the unknown. Just like the soreness that a first trip back to the gym will predictably produce, so too will change produce some doubts and discomfort at first. Therefore it’s important to normalize these feelings. Predicting they will occur will help people interpret them as a sign of progress when they do. Finally, reassure your followers that, just like muscles eventually adapt and get stronger in response to increased loads, so too will people gradually become stronger and more comfortable as they adapt to the newness of change.
5. Be honest, especially with yourself. It’s easy to articulate changes you’d like to see happen (personally losing ten pounds, say, or gaining ten percent market share on the professional side) but change comes at a price: it requires time, effort and often, sacrifice. Many change efforts fail because the leaders were never one hundred percent committed to them in the first place; or, if they were, they did not get others fully on board (per our first four points above). Therefore it’s vital that you truly believe in and want the change you’re about to lead. It can’t just be something that seems like a good idea, or worse, the latest trend everyone else is embracing. Begin by taking a look in the mirror: if you don’t passionately want to make this change happen, no one else will either.
A Final Word
Leading sustainable change requires leaders who care, followers who believe, and a commitment from both to persevere; for if your cause is great, so too the rewards.
Making Change Stick - To learn more about this author, visit Gary Bradt's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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