A leader’s approach can make a significant difference as to whether people embrace or reject change. Honesty and transparency alone don’t generate long-term support.
Most advice about building internal support for organizational change reiterates perfunctory platitudes, reminding leaders to communicate reasons for the change, or even to be excited about the change themselves. But in working with hundreds of companies going through organization change I’ve learned that this approach is simply not enough.
The most successful organizations I’ve worked with have done it by creating a culture of change acceptance, far before they intend to introduce any changes. They do this by addressing six components of culture: legitimacy, ownership, relevance, attainability, authenticity, and impartiality. Here’s how it works.
Folding in those influencers early into the change process will not only build confidence across the organization via trusted yet informal leaders, but also establish a foundation for change rooted in reliable voices.I’ll say this directly: an open mic at a town hall meeting after you’ve decided what will be done does not amount to input. What’s more, your employees likely know that you’re not taking their suggestions seriously.
A useful approach, in many cases, is to break change efforts into a series of micro-changes. Any segmentation approach which enables change to be more digestible, achievable, and manageable will help reduce resistance by making progress attainable in the short term, while establishing a sense of accomplishment for the long term.Logos, posters, stickers, t-shirts, and other swag — it’s all fodder for supposedly building buy-in and excitement.
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