Is your change program stalling? Here are 3 potential reasons why, and what to do about it.

If you are getting push-back from teams, or worse, disengagement (remember those ignored texts from your unrequited love?!), consider these three reasons why this might be happening, and what to do about it:?

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REASON 1: It’s not about what you can add. It’s about what you can take away.?

Far too often enthusiastic change programs lead with a narrative around what this new technology, process, or way of doing will help the organisation do at large. This is then followed by training and workshops around what / how to use or engage new ways of thinking and doing.?

What we can forget is that at an individual level, we are creating another layer of work and complexity for people to engage with, and frankly they can become overwhelmed which then causes them to challenge the change. Hello, organ rejection!

What to do:?

• Bring it to grassroots. Hone in on what people will no longer have to ‘deal with’ or ‘work around’ within their world.
• Translate the leadership intention into storytelling and communication that connects to where your people are today, not an ideal situation.
• Ensure that you facilitate sessions about what can be removed as much as what can be created…..?and clear out the clutter to make space for the new.

REASON 2: Is it group-think or growth-think??

Change initiatives often start with good intentions. Gen AI for example will help with Customer Experience work, or the new ERP system means that custom requests can be made on the go resulting in faster, more efficient outcomes. You may be introducing new ways for your people to become more creative and innovative in their work.

And this is all great, except we often come to the table with the same thinking that has lived with, or even contributed to the problem over the years. There is a status quo as to how things are approached and when you do this, you are increasing your risk of failure by up to 30%.?

What to do:?

• Engage in diverse thinking. Bring new models, new people, new perspectives to the problem that will debate, challenge and overall increase the success of your work.
• There are six mental models that can be applied when designing change solutions and initiatives - outcomes, options, evidence, process, people, risk. Apply at least 3-4 of these to your approach.?
• Think through the lens of 'what can we learn' over 'what we can do'. For example, if we focus on 'doing' a change training program, the mindset is on getting x amount of people through the experience by x date. If we focus on learning, we premise the work with figuring out what resonates with people in the change training which then leads to better handbooks, better uptake, and better engagement overall.

REASON 3: Consistency beats intensity.

Agility can often be viewed as the ability to move at speed, ergo the faster you move the better it is for all. For all my #AgileChange people out there, we know that this is just one lever, and it should only be pulled when you are certain in your direction.?

When speed is enforced without consistent communications, support and direction, you will most likely see the following: it feels that every other week an additional change has been made, or funding focus moves from one deliverable to another, or a new program gets introduced that also requires input and support from the same group of stakeholders, or people just go back to status quo operations until ‘things settle down’.?

What to do:?

I like the Science for Sport definition of agility: Agility is defined as the ability to rapidly change body direction, accelerate, or decelerate.??

• When things are in high-intensity mode, consider changing direction or deceleration - slow down to get clarity, reconnection with the right people and endorsement to move forward again from Exec or the Board.?
• Ensure you are empowering consistency in all things Change program; the communications, the messaging, the why, the tools, the people, the feedback loops, the milestone expectations, and so on and so on. Your role is to give guidance and structure at a time when there are many moving parts.

Remember, you are doing this for good!

Thanks for reading.

If you are looking for support with your change program, or want to dive deeper into any of this just comment or message me.?

Inspire and be inspired,

Claire