Do You Have a Compelling Case for Change?
Creating a compelling case for change is a pre-requisite for success in any new strategy or initiative. Without this, it is doomed to fail. This important aspect of change is unfortunately also one of the most neglected. If the team does not believe there is a need to change, how can they be expected to?
Consider the following when creating your case for change:
1. Focus on the “why” first – It is a common pitfall to jump straight to the “what” and “how”, before addressing the “why”. Consider how you would introduce a new initiative. For example, if you’re introducing a new R&D process, it is of course important to clearly describe what the process entails and how the team is expected to use it. But why will it help the organization? Lead with the fact that it will streamline resources, help to prioritize ideas, and increase speed to market. Clearly define the benefits that will be achieved through the effort, and why it is urgent to focus attention and resources on it now.
2. Identify the WIIFM (“What’s in it for me?”) – It is common to focus the case for change at the organization level. This is necessary, but not sufficient. To make it meaningful for each team member, it is important to take the next step and define how the change will impact different stakeholders. Change for each stakeholder group can be considered through two dimensions: degree of change (high or low) and impact of change (positive or negative). How would you interact with one group who has a high degree of negative change vs. another group that is more neutral or positive? Ensure that you understand the impact on each group and create a different action plan for each.
3. Understand the spectrum of support – During all change efforts, team members will naturally fall into a spectrum of champions vs. resistors, with the majority falling somewhere in the middle as neutral. It is important up front to understand who fits on each end of the spectrum, at minimum at the group / department level, and sometimes even at the individual level. It is common at this point to focus efforts on building engagement with the resistors, with the logic that others are either already supportive or at least not detracting. It is however much more effective to focus attention first on the champions. By empowering and recognizing their efforts, you will greatly increase the odds of naturally converting neutral parties into supporters.
4. Involve the team along the journey – Particularly for large or long-term efforts, you can increase buy-in early by involving the broader team early and often. This should go beyond simple communication. Engage the team by asking for their input and feedback along the way, either through focus groups or even surveys. When creating the project plan, consider what milestones are good opportunities to engage the broader team. By making them feel like they were an explicit part of the development progress, it creates ownership that expands far beyond the leadership or project team.
Focus on building a clear case for change for your organization in order to avoid a larger battle later . If you are interested in learning more, please reach out to us at contactus@geigsen.com.