Change the Unchangeable - Three Vital Keys

Have you ever met someone who hates change?

I mean, this person hates change so much that they may actually crash and burn before accepting change is needed.

As a former counselor, I've met plenty of individuals who would rather continue their challenges before changing and there's an inside joke with counselors, as a result.

JOKE - How many counselors does it take to change a lightbulb?

ANSWER - Only one, but the lightbulb has to want to change.

Perhaps, not as funny to a person or organization living with this anti-change agent because it's too close to the truth.

So how do we help an individual change, especially within an organizational setting?

We've all heard the saying, "You can lead a horse to water, but you can't make him drink." But the add-on to that saying is, "So you find a way to salt their oats."

As someone who grew up with four horses, I know for a fact that horses love oats. It's like candy to them, and that analogy indicates finding a way to make the horse thirsty.

It's the same way when working with individuals who appear unchangeable. The goal is to find a way to make that person thirst for change.

Now, I'm not that pie-in-the-sky and unrealistic to understand that this is easier said than done, but here are three ways to help make someone thirsty for change.

1.) Align the Why - It's very important for any individual or organization to understand why they should change. That reason could be as simple as 'it's time' to preventing bankruptcy, and everything in between. That 'Why' needs to be powerful and relevant enough for that individual to identify with.

Corporate Example - If we do not change this particular process, this whole department will need to be downsized.

Individual Example - I'm leaving you if this behavior does not change.

Granted, both of these samples may lean toward the extreme but the bigger and clearer the 'why change' the better the chance of buy-in. Identifying this early-on is important when implementing change.

2.) What to Change - It may sound simple, but specifically clarifying what needs to change or is changing is imperative and here's why........most human conflict comes from uncommunicated expectations. Conflict, especially when revolving around the topic of change, happens when expectations are not clearly communicated by all involved.

Articulating what needs to change or is changing removes any guessing. If I use the two examples provided above, it would be important for whoever is delivering the corporate example to clearly define what process is changing and details about the new process. Same for the individual example used; identifying the specific behavior that needs to change and better yet, providing that better or target behavior.

3.) How to Change - Often in change management this is where the real hang-ups occur because many people have the why and the what but are not sure on the how.

The good news is there are time-tested processes and systems that address how an individual or organization can successfully and efficiently change. These processes flatten the path, as we say in the change management world, in order to make these transitions as easy as possible.

A couple of organic examples of these systems or processes include my 'Face Change Like a Champion - 5 RULES for Success' or Doug Smith's 'Thriving in Transition.'

These processes help individuals (& organizations) navigate by leveling the path.

So if you're seeking ways to Change the Unchangeable remember to do to the following:

Align the Why - Specifically Clarify What Is Changing - Know How to Change

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