We go from what we know; why all good Change is about meeting people where they are...and NOT labelling them "resistors"

When it comes to change, we're all in different spots on the map. The key isn't to put effort into dragging everyone to your location; it's to meet them where they are...then walk (or run) them back to where they need to be.

Change isn't an abstract concept or a manufacturing technique. It's a personal, human experience, with each individual processing it through their own unique lens. Every person brings a mix of past experiences, present perceptions, and future expectations to the table. It's a complex blend that forms their reality – and their starting point for any change.

Our second Principle of Change here at Apricot Consulting is focused on relationships; "Meet people where they are at"

Change happens one conversation at a time

Event based changed is a fallacy; successful change is a cascade of conversations, interactions, tangible support materials and relationships. Each conversation is a chance to address confusion, refine how benefits are articulated, clear misconceptions, and help make sense of the change.

But how many conversations? And what forms do they need to take? The "answers" to these questions are the art of good change leadership.

(Note: some of my 'go to' techniques are further on in the article)

Depending on the intensity of the change, it heightens the sophistication of the art, because as you engage in conversations with various stakeholders...their perspectives and relative positioning on the map, will change.

This evolution of perspectives is an interrelated reason as to why our fourth Principle of Change is underpinned by creativity; "Learn together through experimentation". Because change can be pre-planned...but never pre-defined.

To be clear, there certainly is a role for broadcasting key messages, to drive consistency. Moreover, the research on sponsorship is steadfast; people want to hear an open and authentic vision and rationale for the change, by their relevant senior leaders.

But if you're ever wondering what your change manager(s) will be putting the most effort into, it's the nuanced tailoring of rapport building, communication and guidance - probably to your "trickiest" stakeholders.

Speaking of them...

Did we make 2023 the year we globally binned the label of "Change Resistors"?

I've heard it all too often: intelligent and informed people, at differing levels of the organisational hierarchy...who question or challenge change, get slapped with the "resistor" label. That's just lazy change practice! Not to mention the abundant research on organisations being stronger through diversity of thought.

(Hot tip: if it's a particularly ambiguous or abstract change...you're going to want a full array of perspectives and challenges, to build a better 'picture' of the change)

As I highlighted previously when talking about our First Principle which is underpinned by meaning / purpose: People don't resist change; they resist change that doesn't make sense.

Our role isn't to combat and quash resistance; it's to cultivate understanding and respect everyone's perspectives. It's about lighting the path from their 'here and now' to the shared 'there and then'.

But I don't live in la-la land; there will be some people, who "play donkey"...no matter how empathetic or reasoned you are in your approach. Fortunately, in my experience, they are the vast minority. How you treat them, will either endear or alienate the vast majority, who can become advocates of the change.

Reality Check: "We're changing at scale! Do you expect me to have a thousand individual conversations?!"

At this point, you might be thinking, "Well, all of this sounds fine in theory...but we're an organisation of thousands! We don't have time to sit down for a heart-to-heart with every employee!" I hear you, and no, I'm not proposing that. But what I am proposing is a recalibration of our approach to scale.

When we talk about 'meeting people where they are,' we don't just mean one-on-one chats over premium coffee. Instead, we're talking about tailoring our communication and engagement strategies to cater for the diversity of experiences and perspectives within our teams and the capabilities of their leaders.

Technology is our friend here; we can leverage digital platforms for interactive webinars, focus groups, town halls, and live Q&As where employees can voice their views and ask questions.

My personal biggest 'level up'? Getting very effective with Mural / Miro (aka: a digital whiteboard platform) to get the collaboration and buy-in of a workshop, in the efficiency of a Zooms / Teams meeting.

If you're spread across time zones and struggling to get people 'live', we can utilise surveys, polls, and analytics to gain insights into the collective consciousness of the organisation. Yes, best followed up with some form of verbal engagement...but even that is easier and more effective, if you have some data to work form.

That being said: organisational data is a tool, not a substitute. It provides a helpful guide but doesn't replace the human connection. Instead, it supports the development of initiatives and strategies that resonate with your people because it's derived from your people.

So, no, you don't need to have a thousand conversations. But you might need to foster a thousand connections. And the distinction between the two can make all the difference.

It's cliche for a reason: change really is a journey (Sorry...it's lame but true)

Making change work is less about pushing a predefined plan onto people and more about bringing them along on the journey. It's about embracing the messiness of change, acknowledging that it's not a linear path, but a winding road with a few bumps and bends along the way. And the odd group who will run straight off the path and into the forest...needing to be individually herded back again.

It's about listening, learning, and pivoting where necessary. It's highly like we're not just implementing a new system or process; we're likely in some part building either a new culture, a new way of working, or a new BAU.

Whatever it is and even though you are the one doing all the hard work thinking, planning and executing...it is their change for them.

So you'd better meet them where they are at if you want to get started.

P.S.: If you're thinking, "I get all this, but I need people to contribute...to get their hands dirty!", then you're in luck - our Third Principle is "Empower everyone to contribute appropriately".

This third principle is leadership focused; you have to decisions about the appropriate level of empowerment for each relevant group of stakeholders. Because make no mistake; each stakeholder set will "contribute" to the change...effective leaders have the ability to harness that contribution to be a positive one!