Change Is Not About How, It’s About Who

Change is a process that is little understood by most leaders.
This column will shed some light on how the change process works and what can be done to increase the probability that change can be successfully implemented in your organization.
 
To say the world is changing is almost a redundant statement. The world is changing and most organizations are trying hard to adapt to the changes affecting them. In desperation, managers and leaders latch onto any new fad that comes along, promising big rewards for little effort. The mantra is “If you eat my soup, if you follow my seven habits, if you figure out who moved your cheese, you too can change your organization.”

Does this approach to change really make a difference? Well, change can occur and there is a wealth of advisors out there, all purporting to supply the ‘answer’ on how to change your organization. The trouble is, the cynicism of employees affected by these kinds of initiatives is enormous and acts as a significant barrier to change. Over and over again, organizations expose their staff to one change “program” or fad after another, callously abandoning each one after much hoopla, a lot of promises and little delivery! Employees soon learn that the game is to keep your head down and wait this one out - it too shall pass!
 
So, how do you successfully implement change in your organization? The answer is simple, but the means are complex. Change begins and ends with your employees.
Period.
Full Stop.
It’s that simple.
So, an awareness of human behaviour is a critical factor. Understanding the process of change and how it affects people is also very important. Finally, understanding there are principles of change, that if followed will more likely lead to successful change.
 
There are several clear rules for successful change. First, focus on the basics of your organization and what you want to change. Second, define the objective clearly so that everyone can understand what you are trying to accomplish. The third rule is to create awareness of the need to change by communicating your expectations and answering the two questions on everyone’s mind: What’s in it for me and what rewards and recognition will I get for helping in the change process?
 
In fact, during the change process, you need to constantly communicate the objectives and expectations. There is an old army truism about communication: tell them what you are going to tell them; tell them and tell them again. Then, repeat the process! Communicating about the change process is not a “should do” it is a “must do.” People have a constant need for information, especially during periods of rapid change.
 
Lao Tzu, a Chinese philosopher once said, “The best change is what the people think they did themselves.” Loosely translated this fourth rule means that the change process will be most successful when employees are brought into the process in the early stages of the process and see that their input is valued and makes a difference. It goes far beyond the idea of giving people the ‘feeling’ that they are involved to genuine involvement of every employee at every level.
 
Most problems or organizational challenges can be fixed through changes in structure, process, culture and learning. While change is a constant so is human behaviour. People have remarkable resiliency, adaptability and flexibility - you only have to look at the wonderful response of the people of Gander, Newfoundland, when confronted with the thousands of people stranded as a result of the Sept. 11 disaster. In the process of change, these are the characteristics you need to encourage.
 
Finally, imposed change, change driven into the organization without building support, creates the greatest shift in the wrong direction. Change aligned with the true motivations of the individual is the most positive and profound. It is “change by permission, rather than imposition – meeting the people where they are,” not where you would like them to be. Where you would like them to be is the end result of the process of change.
 
Next time you want to initiate a change in your organization remember the people. As Brian Mulroney once said, “You have to dance with the lady that brung you!” It just makes common sense to involve your employees in the change process from the very beginning. Your people got you to where you are now - your people will get you to where you want to be.