Change is inevitable, but not always welcome. Whether you are introducing a new system, process, policy, or strategy, you need to communicate the benefits of the change to your stakeholders. But how do you convince them that the change is worth their time, effort, and support? One effective way is to use the WIIFM principle.
WIIFM stands for What's In It For Me, and it is a simple but powerful question that people ask when they face a change. WIIFM helps you understand the needs, motivations, and expectations of your stakeholders, and tailor your communication accordingly. WIIFM is not about being selfish or greedy, but about being realistic and relevant. People are more likely to embrace a change if they see how it benefits them personally or professionally.
WIIFM or Whats in it for me is a vital key to not only communications planning and execution during change projects. Used effectively you can use WIIFM messaging: - To persuade and negotiate - Turn negative situations into positive ones - Translate corporate strategic goals into language that motivates and inspires people
WIIFM is a risky way of going about change management. It plays to those who refuse to get behind an important initiative unless they can see some personal benefit. I prefer to jump up a couple of layers of context and talk more about what's in it for the wider team, working on a mantra that if the team wins, we all win. This serves to get people thinking about working together, and alignment, rather than individual gain or loss.
One of the main reasons that large change initiatives fail is because the stakeholder groups that are necessary for success have not bought into the change. Effective stakeholder management requires understanding how to communicate change to ensure employees etc understand why the change is necessary, both in terms of the benefits to them (WIIFM) and the dis-benefits of not implementing the change (competitive disadvantage etc) Considering stakeholder priorities and concerns enables timely, targeted messaging that addresses the stakeholder’s particular viewpoint.
WIIFM needs to squarely focus on the Me : Who as individuals are they; are they provided the right opportunity to be posed the question and give their answer, especially with the person they report to - their manager. Otherwise put, it a personal answer, not one pushed down, where the WIIFM question is asked rhetorically, with generic responses to chose from. Borrowing from PROSCI’s ADKAR, a person’s change adoption process will remain stalled at D for each “Me” so long as the WIIFM is not answered in a way that shows value to each of them individually.
The best method for dealing with the "what's in it for me" dilemma in change management is to start by outlining the bigger picture - the direction the business wants to go. Work backwards from there, highlighting the importance of the team contributions. It's crucial to create a sense of importance in team members so they can openly discuss and debate this objective.
To identify WIIFM, you need to do some research and analysis of your stakeholders. You can use various tools and methods, such as stakeholder mapping, surveys, interviews, focus groups, or feedback sessions. The goal is to find out who your stakeholders are, what their roles and responsibilities are, what their current pain points and challenges are, what their goals and aspirations are, and how the change affects them positively or negatively. You also need to consider their level of influence, interest, and readiness for the change.
Some ways to get started are: - Establish the organisations strategic goals and how the goals of the change relate to this - Decide on the vision of the change and choose 3-5 key messages per impacted stakeholder group. Less with short projects more with longer term projects e.g. 6 months or more. - Translate these key messages into language that is clear and will inspire - Use strategically in all your communications, coach sponsors and managers to do the same.
I would overemphasize this part of the article. TALK TO YOUR STAKEHOLDERS. If you ask the right questions, stay curious and non judgmental...this is both a communication to them about what the change is (building awareness and understanding) but they will also tell you what they like and don't like about the change, what's in it for them, their peers, their management, their team. Big opportunity to gather a ton of gold nuggets early on in the change process. This can start with the current reality assessment.
Start with a stakeholder mapping exercise using a small group of people who know the wider landscape and the key individuals / roles involved. Basic Power / Interest mapping will identify who needs regular targeted updates and who needs less regular comms One BU I did this exercise with, realised they were spending all their energy communicating with people who had no power and didn’t care. Influence grids are useful as people with no apparent power may well have the ear of someone in a key role. In terms WIIFM messaging, engage with the stakeholders, document their expectations, consider quick wins & capture any long-term issues or concerns they may have. This gives insight into their view of the initiative and helps with positioning.
You’ll come further if you start off with listening in this phase. Too many are too focused about the vision and the overall benefits that they forget to listen where the enployees truly are in their change journey and why that is. Sit down and ask ”what do you think about this?” And then dig down with the follow-up question ”why” on repeat. That will tell you what’s truly ”in it for them” or not. And then reuse those word in your communication.
Depending on the size of the group impacted by the change, a conversation might be the best approach. Agreeing the outcomes first, then collaborating on methods to reach the outcomes. It's during that discussion of methods that WIIFFM is discovered!
Once you have identified WIIFM, you need to communicate it effectively to your stakeholders. You can use different channels and formats, such as emails, newsletters, presentations, meetings, webinars, videos, or podcasts. The key is to use clear, concise, and compelling language that speaks to the benefits of the change, not just the features or the process. You also need to use examples, stories, testimonials, or case studies that illustrate the WIIFM in action. You need to address any concerns or objections that your stakeholders may have, and provide support and guidance along the way.
When communicating WIIFM, think of it as crafting a personalized story that resonates. For instance, some were skeptical when our team embraced a new tool. However, we emphasized that the tool would streamline tasks, saving time. Result? Less frustration and more productivity! What's your go-to strategy for reaching stakeholders effectively? ??
Communicating in a live-setting is really important. If it’s something major, never just send an email or a slack message. Always have a meeting or a call where everyone can ask questions.
Identifying some champions or early adopters is critical to success here. Nothing resonates more than personal stories about the importance of the outcomes to the change, and why they agree with the direction.
WIIFM is by its nature, personal. Every person impacted by a change deserves a WIIFM conversation. Memos, powerpoints, and townhalls are great communication vehicles, but are best for conveying the WIIFW (what’s-in-it-for-we) intent of a change. The enterprise benefits, not the personal benefits of a particular change. Cascading, one-on-one conversations down from change leaders to middle managers to front-line managers to individual contributors are needed to get at the WIIFM for each individual employee. This ensures that everyone engages with the idea of change in their own personal context.
Use the employees own words in communication. Storytelling could absolutely be part of this but don’t underestimate the words and the way you put things. By using the wording and sentences already used by the employees when they talk about the issue at hand you will make the change relatable even if people are hesitant to the change itself.
WIIFM is not a one-time communication, but a continuous dialogue. You need to measure the impact and effectiveness of your WIIFM communication, and adjust it as needed. You can use various metrics and indicators, such as engagement, feedback, satisfaction, adoption, performance, or outcomes. You also need to celebrate and acknowledge the achievements and contributions of your stakeholders, and show them how they are making a difference. You need to reinforce the WIIFM message throughout the change journey, and keep your stakeholders informed and involved.
If you measure and pick up information about expectations on change in the beginning it’s a great tool to see how well you succeeded in meeting or minimizing hopes or fears in the end. Along the way you don’t need it to be that scientific. You’ll come a long way with having an open communcation platform for dialoger as well as observing in each team how the transformation or resistance looks like.
A way to start WIIFM is to survey the team to confirm if they agree with the WIIFM. Continue the communication, and provide opportunities for feedback -- even anonymous -- so leaders can get a true picture of whether what they hope is motivating the team, actually is.
Showing results of the change and reinforcing that benefits which were promised are actually happening - will increase the buy-in of the stakeholders and increase your authority and respect levels as a leader.
It is rare to achieve 100% agreement. The organization needs to confirm what % adoption is required, then a plan can be constructed to ensure the change adoption is at/above that threshold. Simple pulse surveys throughout the project can serve as markers towards success and sustainability.
So one perspective I’d add is to allow venues where open discussion of risks and potential hurdles to achieving results of proposed change can be held. This can be a stakeholders or all hands meeting to really openly hood dialogue where people can not only solidify their understanding but also raise concerns on potential hurdles to feel heard but also help change leaders to plan better and avoid blind spots.
WIIFM is not a static or fixed concept, but a dynamic and evolving one. You need to improve your WIIFM communication by seeking and applying feedback, learning from best practices, and experimenting with new ideas. You also need to be flexible and responsive to the changing needs and expectations of your stakeholders, and adapt your WIIFM message accordingly. You need to keep your WIIFM communication fresh, relevant, and engaging, and avoid repetition or boredom.
WIIFM is a powerful principle that can help you communicate the benefits of change to your stakeholders. By using WIIFM, you can increase their awareness, understanding, acceptance, and commitment to the change. You can also build trust, rapport, and collaboration with your stakeholders, and create a positive and lasting change experience.
To improve your WIFFM communications, it's important to seek understanding about how your previous communications have landed. Were they seen? Were they effective? Did they tell the right story? How do you do that? You must ask your stakeholders. Measure measure measure. Make regular pulse checks expected and act upon the results. Are the communications we're conducting effective? And, hey, if we've missed the mark, we're human - let's look forward and adjust.
You all are putting way too much emphasis on WIIFM and personalizing communication to address the "D" in ADKAR. The D is more effectively addressed by how you engage stakeholders not by how you communicate Awarenes.
One of the most powerful ways to improve WIIFM is to focus on outcomes, not methods. Being open to 'how' things get accomplished, and gaining agreement on 'why' produces strong WIIFM and trust across teams.
Improving WIIFM requires an ongoing commitment to understanding and addressing stakeholders' needs, refining your messaging based on feedback, and consistently demonstrating the value of the change in relation to their individual interests.
KISS (Keep it simple, stupid) principle is very effective in communications of WIIFM. $Less is more$ is one of my favorites also when we discuss WIIFM communications with clients.
Change is something most of us resist because of the fear of the unknown, and how it will impact us personally. In order to calm this natural resistance, I've found it successful to 'future-cast.' That is, paint a vision and tell the story of that ideal future state after the change has occurred. This story should show how both your organization's and your stakeholder's situation will be improved. But most importantly, your story must cast them as a main character in making that ideal future a reality. This does a few things: it calms fears of a future that may leave them behind, gives them agency in that change, and also begins the process of turning a potential resistor into a champion. I've found this helpful in managing change aversion.
Ah, the age-old struggle of convincing people that change is worth their while. It's like trying to convince a cat that a new brand of catnip is life-changing. But, in our world of policies and strategies, we employ the WIIFM principle, which stands for "What's In It For Me." Basically, it's our way of saying, "Hey, here's how this change won't make your work-life feel like herding cats.
Understanding others' perspectives fosters effective communication. Seek First to Understand, then to be Understood. Nobody cares how much you know until they know how much you care. It is crucial to apply the WIIFM (What's In It For Me) principle to communicate change. Tailor your messages to address individuals' concerns, needs, and aspirations. Show them the personal benefits and the positive impact the change brings. You'll build bridges of understanding and acceptance by embracing empathy and speaking their language. ???? #WIIFMPrinciple #EmpatheticCommunication #ChangeLeadership
My perspective is different as it relates to this topic. If stakeholders have have maintained and are afforded: "a seat at the table", have been proactive, involved, engaged, and participated, then need to lay out what its in it for them could be practically be obsolete or at the very least drastically reduced. Additionally, I inherently feel like if someone needs to be convinced or sold on what’s in it for them. We - as a team - are doing something wrong.
Remember that the WIIFM principle is about empathy and understanding. When stakeholders see how a change aligns with their individual interests and goals, they are more likely to support and actively participate in the change process.