From Vision to Realism

A few weeks back, a friend shared with me the narrative of successfully implementing a new operational strategy at work. It was a casual Friday evening, and we were unwinding after a demanding week over a friendly drink.

As he recounted his experience, I sensed frustration in his tone. Intrigued, I inquired about the apparent negativity surrounding what should have been a triumphant tale. He expressed contentment with the overall outcome but found his team's response rather perplexing.

Following his initial rollout presentation, there seemed to have a collective disinterest, leaving him with the impression that the team was not eager to take on the challenges posed by the new plan. He was officially annoyed by the team.

He was officially annoyed by the team.

Two days later, a team member approached him, highlighting concerns raised by the group outside the formal meeting. They had deliberated privately and delegated this individual to convey their collective reservations. ?He had to rearticulate the purpose of the plan, emphasizing how it aligned with the team's capabilities amidst their existing responsibilities. Several subsequent conversations ensued, addressing individual concerns and personal impacts.

Interestingly, after three weeks of discussions and exchanges, the team began executing the plan, even surpassing my friend’s initial expectations not long after. It led him to ponder why people often take so long before embracing something new, going through cycles of complaints and skepticism about the feasibility only to succeed when the challenge is undertaken.

It led him to ponder why people often take so long before embracing something new.

His story prompted me to recognize that, as leaders, we invest significant time in formulating future plans. While it may take us weeks or even months to gather data and align strategies with business objectives, we tend to overestimate how swiftly our teams can embrace and act on these complex plans. Imposing the expectation that teams can grasp and implement a plan within a single brief meeting is impractical, leading us in cascade of negative emotions such as frustration, annoyance, disappointment, and stress. It's crucial to acknowledge that these emotions are a result of our unrealistic expectations, not shortcomings on the part of the team.

Imposing the expectation that teams can grasp and implement a plan within a single brief meeting is impractical, leading us in a cascade of negative emotions.

As leaders, it is imperative to leverage our objectivity in charting out a realistic rollout and implementation timeframe. To maintain a practical perspective, consider the following reflection questions:

1. Have team members fully grasped the reasons behind the proposed change and the associated benefits?
2. Have I thoroughly assessed the team's existing skill set and identified any gaps that need addressing for the new process?
3. Have I actively sought feedback from team members regarding their comfort levels or involved them in the process of shaping the upcoming changes?
4. What has been the team's historical response to similar changes in the past?
5. Have I taken into account the current workload of the team and evaluated whether they can absorb the changes without a significant decline in productivity?
6. How might the proposed change impact team dynamics, and have I considered this aspect?
7. Have I proactively addressed any concerns or resistance from key influencers within the team?
8. Have I established an environment where team members feel at ease expressing their opinions or concerns?

By addressing these considerations, we can foster a more realistic approach to planning and implementation, ultimately contributing to smoother transitions and more positive outcomes.