Of all the positions to be leading change from this one can be the trickiest.  You have the position and the power, so change should be easy, right?  Not so much.  People may comply on the outside and go through the motions, but if they are internally resisting the change, it will not get traction.

Let’s examine three steps for you, as the senior leader, to take in order to encourage a greater number of your team members to take ownership of the change process, rather than just following you.

In your organization you may have a formal executive team or a group of people who are key influencers.  With these individuals you must determine how they feel about the change you are suggesting.  Here are four possible initial responses:*

1. All in – no hesitation, they are ready to start and champion the cause

2. In – they are willing to jump in, but more because they trust you than excitement about the initiative

3. Questioning – these people want to know more of the details and plan and are slow to adapt, but over time may get there

4. Out – these people love the familiar and want to stay there 

Once you’ve determined which category each of your key leaders may fall in through sharing your vision for change and paying attention to their responses, you are ready for the next step.

This stage requires two key characteristics:  humility and patience.  The size of the change determines the amount required.  Now that you know where your key leaders/influencers stand on the change, take time to get their feedback.

Listen for ways they see this change could help or hurt.  Be attentive to ideas you may not have thought of.  Take time to listen, discuss, and then adjust.  You are one person with a very high-level perspective.  If you take time to listen you will learn the positive and negative ripples of impact this change will have.

 

Armed with this increased knowledge, adjust the plan accordingly.  The vision may not change, but the strategy will adjust . .  . constantly.  Hold tightly to purpose and loosely to plans.  Now that you have listened and adjusted the plan, you are ready for the third step.

By now you have an idea of who is in agreement with the change as well as who is committed, but may have reservations.  At this stage you need to align a few key areas:

1. Resources.  What does your guiding group of leaders need to be able to implement the change effectively?  Financial resources, people resources, you to remove obstacles and clear the path.

2. Align the whys.  I often discuss aligning the organization’s purpose with the individual’s purpose.  If you haven’t already, ensure that the key leaders in the change understand how this change benefits both them and their area of leadership responsibility, as well as the organization.

3. Plan.  In the previous step you adjusted the plan.  In this stage be certain the guiding group understands the plan and is unified in communication language as well as the first steps for implementation. 

When you have as much alignment as possible, move into action.  Remember, at times you may need to do what Andy Grove had to do with his leadership at Intel:  disagree and commit.  Be okay with some disagreement, but be committed as a group to moving the plan forward as a team.

Change is never easy or quick, and depending on the change and situation, this process may be fast or time-consuming.  Think of a change you need to implement, which stage do you need to focus on right now?  Need help thinking into a change you are implementing?  Contact me for a no-cost to you powerful coaching session to help you think through your plan and move your team forward.  Lead Well!

 

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*If you want to dive deeper into four responses to change, you can read the classic book Who Moved My Cheese by Spencer Johnson.  These responses are based in part on his thinking.