How do you create urgency for change?

I learnt and used this trick to create urgency for change, either you scare them or convince them. Most of the time people wouldnt listen, they drag things, not take it seriously, dont see purpose or outcome , short sighted , so scare them with the losses company or team could go through if they dont do. It works in any sort of organisations, try it.

It was John Kotter who popularised the idea that many change efforts fail because there isn't a sense of urgency. Psychologically, urgency sharpens the mind. It makes something "must do". Like submitting your tax return by the deadline. If you don't have a strong vision, deadlines a useful way to ethically create urgent. Quite simply, demonstrate what needs to be done by the deadline.

Along with the other contributions, I would add the WHY. In addition to helping with urgency, it helps with the engagement and communication with all stakeholders concerned.

To spark change at Optix, we showcase the gap between current results and potential gains. Share clear data and success stories that resonate with our team's daily work. For example, illustrate how adopting a new CRM can save hours weekly, translating to better client relationships. It's about making the benefits of change felt and understood, directly linking them to everyday tasks for a compelling call to action.

I created the employee of the month within my agency to recongize workers but I also created an employee engagement committee to empower workers to have a sense of belonging and a role in the companies events and growth

Show the team what the change will look like, emphasize its benefits, and align with their values and goals. Change can disrupt the culture, hinder innovation, and reduce efficiency, which is why clear messaging is essential. A clear vision of the end state is critical to ensure everyone moves in the right direction. Clarify the reasons behind the change and involve stakeholders from the outset. A systematic and scalable approach can help people accept change. Clear messaging will help employees understand the reasons behind the change and enable them to embrace it.

To drive change, we at Optix paint a vivid picture of the future. For example, share a vision where digital transformation opens new roles, upskills the team, and delivers a stellar customer experience. Highlight personal gains for the team, like work-life balance improvements with new tools. This approach turns the vision into a shared goal, not just a directive, fostering a collective drive towards change.

I don't believe you can 'create' urgency. You can craft key messages. You can make the vision explicit in a way that energizes people. The vision sets the state for change. If people don't identify with it, they won't move with urgency.

In Community development some of the best catalysts i have used to inspire action towards a desired vision is exposing people to best practices i.e. how other people and communities facing similar issues navigated their challenges, organized and mobilized themselves to achieve the desired change. Case studies are effective in building a compelling narrative for change.

What do people rave about and complain about? These are the things they care the most about and are, therefore, the most engaged about. Rather than picking folks based on roles, departments, and titles, consider engagement and passion on the negative-to-positive continuum, and you'll find a change-ready team from the start. Align projects, quality improvement initiatives, and committees with members based on their values, energy, and engagement to solve a problem or amplify an opportunity.

Systematically collect questions asked by stakeholders as they will provide additional insight into what your team is thinking and concerns to address. Our clients use pulse check employee engagement survey for that - HeartCount. They collect questions on weekly basis through qualitative feedback section OR they send custom questions if needed.

Engage your team and value their input, feedback, and contributions. Empower your team to make decisions by being transparent and sharing rationales. Establish clear priorities with a trusted and believable vision. Provide clear messaging, listen to their concerns, and define metrics to monitor milestones. It is essential to minimize disruptions to maintain morale and productivity. Make use of their knowledge and expertise to resolve problems quickly. Also, ensure that work continues as usual and maintain motivation. The process of change should not interfere with work.

To enhance engagement and create urgency for significant change, communicate a clear, compelling vision that aligns with team values. Encourage open dialogue, allowing team contributions to shape the path forward. Highlight quick wins to build momentum and demonstrate the benefits of change. Foster a culture of adaptability, emphasizing the role of each member in driving success.

Constant dialogue at Optix ensures everyone is heard, creating a thriving environment for change. Through daily in-person chats and Slack, every team member has a voice. This approach transforms our culture, empowering each person to contribute to change, fostering a shared sense of ownership and commitment

You can increase your chances of employees complying with change is by having each employee to set their own plans. Ask each employee specific questions for where, when, and how they will go about accomplishing the change. This would help employees have individualized plans that would take into consideration all of their other obligations that day and encourages them to follow through with their commitments especially if their commitment were stated publicly.

At Optix, change is a team sport. Our SLT harbours a 'Change Team' that sieves through suggestions, researching and involving key players. Post-vetting, they prioritise and collaborate with dedicated project teams, ensuring every voice is pivotal in driving meaningful transformation.

An effective way i have found in enforcing plans is to translate them into key performance objectives, managed through the usual performance management systems where line managers agree with direct reports on deliverables that will be assessed on a regular basis and corrective action taken to address unmet objectives. In community settings i assign roles for the leadership structure to monitor the agreed accountability framework "What, Why, Who, How and When" through regular community meetings to monitor progress

Establishing a clear participatory planning, implementation, Review and Learning process as part of programme design, helps in monitoring progress in implementation and taking corrective action to address deviation from the plan

Create a culture that aligns with values while being self-critical about strengths, weaknesses and biases. Create an inclusive atmosphere where challenging topics can surface and sustain the team's energy to drive complex discussions and share experiences. To ensure alignment, ask: where do we want to be and why? Do employees understand the strategy? What does success look like? Identify key blockers and streamline processes. Continuous feedback is essential for scaling the team.

To anchor change, involve storytelling to highlight successes, implement a recognition program for those embodying new norms, and promote peer recognition. Use role models, create visual reminders, and host celebration events for milestones. Offer training on new behaviors, maintain open feedback loops, and ensure leadership visibly supports the change. These steps will embed the change into your culture, making it enduring and impactful.

Sparking the need for change means telling a story that links what's happening now to a better future. To show why change is important, I once explained to our teams how new technology completely changed our industry wherein we gave real examples of other companies doing well after adapting it. Creating a culture that values always getting better makes people more likely to see the need for change. We also talked about how change can help each and every individuals grow in their personal and work lives. So it's not just about saying we have to change; it's about showing why with real examples and practices wherein a shared goal and a organization culture embraces progress and success.

The main thing that is missing, is committing to the change. Once you have done the first 6 steps, 'burn the bridge'. There is no going back, the team have to work together to move forward. If that is instilled in people, the change will happen very quickly.

Make it SMART, and set deadlines! Deadlines deadlines deadlines! Be ambitious, but getting your team aligned at the goal setting stage and to agree targets/deadlines of what is to be achieved will ensure you create urgency from them, rather than you.

To instill urgency for change, effectively communicate the significance of addressing the gap and inspire a shared vision of the desired future state. Harness AI capabilities and insights from the LinkedIn community to tailor persuasive narratives and strategies, fostering a culture where change is embraced as essential for growth and success.