Why isn't change sticky?

The Freddo challenge

I posted an article this week about my 100 day project. To let go of my passion for Freddo chocolate bars and in the process drop a stone in weight.

This paper uses my Freddo journey to explore why change in many areas of life turn out to be non sustainable.

Plus ?a change, plus c'est la même chose

When I first wrote the 7Cs of Consulting - it was driven by two simple motivations. The first was to learn - to undertake a research project that would gather best practice on change management. The second motivation was simply frustration. I was tired of being part of so many corporate change programmes that failed to deliver any tangible and sustainable outcome.

My core question and focus was 'what do I believe to be true' about managing change successfully? It seemed to me that positive change management should be built on three core constructs:

1. The delivery of agreed outcomes.
2. Change delivers true and tangible value.
3. That it is sustainable.

After 12 years running the 7Cs programme for thousands of people the delegate response was consistent and eventually predictable:

• No matter what country, market or industry the delegates always said that change management wasn't effective in their business. Outcomes were variable, project value suspect, and sustainability was a last minute project given to an intern!
• Although the book was written for business reader it became apparent that change at a personal level was suffering the same fate. A constant stream of new diet fad, fitness regimes and failed gym memberships all followed a similar path. Lots of change, less value and little sustainability.
• No one ever really looked at the true cost of failure associated with unsuccessful change outcomes. They were too scared. It was easier to look forward to the next shinny solution.

And after a five year sabbatical - I wonder if much has changed!

The 7Cs Ethos

When teaching the 7Cs I always focus on a simple idea. The goal is to always 'Deliver value through sustainable change'. A blindingly obvious and simple statement - but so rarely achieved. I rarely found a group of people who would proudly attest to this outcome within their firm.

Day 6 into the Freddo project and the causal relationship between change, value and sustainability played on my mind. The key decision being to place greater focus on the value element and not be too obsessed with the change component.

Change management is often driven by the mantras of 'do it better', 'try harder' and 'push yourself more'. No greater example stands out than the traumatic weekly weigh in at a diet club. Whilst these clubs are operated with good intention, care and love - I worry that the central focus on the immediacy and urgency of the change actually builds in a systematic reason why people fail to maintain the weight loss.

I plan to give less head space to avoiding the Freddo's and losing weight. I will place more emphasis on what value this outcome will give me.

Over the past few months I have found real personal value in attending regular Yoga classes. I get out of bed easier, feel looser and can knock up a yard of cement without pain. The daily routine is not onerous - but I can feel a real benefit to practising Yoga. However the more time I invest in the exercises I often feel restricted by my weight and body shape. This is the value I want to derive from the change. Simply dropping a size in Levis is great - but it is not enough value in it own right. The value will come from being able to do things I want to do with Yoga without feeling constrained.

I still go to the shop each morning to get my son's paper and walk past the row of chocolate bars. Now the pull of being able to do a perfect 'downward facing dog' offers greater excitement than the momentary pleasure of the sugar. The thought that one day I might have ham strings that are not as tight as an overwound G string is really enticing. Throw in the eventual reduction in back pain then the siren call of a chocolate bar is almost negated.

At an organisational level the focus on the change element over the value component is prevalent. Often the whole focus is on the project management, polices and processes of change - and little focus on the value that would be derived. I believe that this is significant reason why they failed to be sustainable in the long run for so many organisations in the public and private sector.

The sustainability of my weight loss will be leveraged by the capacity to become a better yoga practitioner. The more my heart and head are focused on developing my physical capacity to practice yoga - less focus will be placed on seeking short term solace in the arms of a chocolate bar.

Sustainability is enhanced and locked in by the delivery of true tangible value, not by more effort on the change activities.

Shadow value tension

One area less considered in the change spectrum are shadow outcomes. If the end value is a negative one for a selected group then the relationship between Change, Value and Sustainability becomes distorted and corrupted.

Consider someone in a stale relationship who decides to get fit as they don't see the things lasting and they are preparing for a split. There is little chance they will share this with their current partner. Likewise the senior team who embark on a large reengineering project that espouses performance improvement is actually a job reduction scheme. Or the plant upgrade to a building is espoused as making the place a better place to live but is actually a pre-curser to the assets being sold to raise funds for investment elsewhere.

Unless the value component is authentic, open and embraced by the people being impacted upon - then blocks and barriers will be placed in the way and limit any chance of sustainable success.

My Mantra

When coaching an individual, team or organisation I always ask a single question. Whenever people talk about 'the change' - I question - 'and what will that allow you to do better'? If they are unable to answer, there is a lack of clarity or different answers from different people, then I generally predict the outcome will at best be a fudge, and at worst and unmitigated disaster!.

Mick Cope

[email protected]

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PS: As a thought experiment - consider what happens if you test the Brexit project against these three components:

• What is the specific change we are seeking? Is everyone seeking the same change?
• What will be the final value (and who for)?
• What will make the outcomes sustainable?

I am not sure if I have real clarity on these questions - but I really do hope someone somewhere does!!