Why I Couldn't Make His People Change

Why I Couldn't Make His People Change

A while back, I was on a phone call from a prospective client who was looking to “book a speaker who would make my people want to change.” The caller was the vice president of a large company going through a substantial transformation - and the following conversation showed that he didn’t know the first thing about leading change.

I asked him if the people he wanted to embrace the change understood why. Did they agree with the business rationale behind the change? Had they been involved with designing the change - and did they have any control over its rollout?

The long pause on the other end of the line spoke volumes.

Which only shows how far we still need to come in our change-leadership practices. There are four lessons we can all learn from this conversation:

  1. The folks who report to you aren’t “your people.” The intelligent and talented people on your team belong to no one but themselves.
  2. Save your money. No speaker can “make them want to change.” But they are perfectly capable of understanding and deciding for themselves whether or not to support a proposed transformation.
  3. In order for people to make an informed decision, they need to be trusted with all the relevant information about the change – the competitive and economic pressures, customer feedback, other alternatives considered and rejected, what the goal is that we are trying to reach - and why we are trying to reach it. Perhaps most importantly, people need to know how it will impact them and their role in the organization.
  4. People tend to like and support changes that they create – and they certainly want to have a sense of control over their own destinies. The most effective transformational strategies any leader can use are those that include people in designing the change and developing its process.

At least that’s been my experience. What's yours?

As an international keynote speaker I present programs on "Leadership Presence" and "The Power of Presence for Women Who Lead.” Events in the U.S. for me are still mostly virtual. International live events are scheduled for Paris, Nairobi, and London. FOR MORE INFORMATION, contact me by email [email protected] , or visit my website https://carolkinseygoman.com/

My award-winning book, STAND OUT is available on multiple websites. Here is the link on Amazon: Stand Out: How to Build Your Leadership Presence

The video course I created for LinkedIn Learning video course (getting close to 3 million views) has been updated. Here's a preview: Body Language for Leaders . My video course on Collaborative Leadership is also available for preview.

Well said

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Belinda J. Sain Cronin (MA)

Author, Pondering Pangolin Panorama at Pondering Possibilities Ltd

2 年

I concur, a powerful Truth with multiple implications! Thanks Carol for being on point…?

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Leslie J. Saleson

Founder, CEO, WorkXimity

2 年

There is such irony in your experience - the leader wanting to imprint change in "his" people - as if that transformation can happen instantly. But the leader - his resistance to change - his projection onto his people that "they" need to change. As we know, it starts from the top - both good and bad.

John J. Cooper, Ph.D.

Clinical Assistant Professor at Southern Illinois University, Carbondale

2 年

Very well stated, Carol. As a change management researcher, I have found that 70% of all significant change management initiatives fail. There are some key things often overlooked. Employee buy-in is largely dependent on including them in the decision-making process. People tend to accept the change they participated in orchestrating. People also tend to either feel a valued part of the change or a victim of it. The difference is, as you stated, how the message of change is presented, the effort by management to include employees in the plans, and effectively showing them how everyone will benefit, not just the company.

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Shilpa Shandil

Global Account Manager ?? Customer Success Strategist ?? Digital Transformation

2 年

In absolute agreement with you Carol !

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