In his book Leading Change, John Kotter listed “Establish a sense of urgency” as step #1 of 8 on the path to change.  Daryl Conner introduced the metaphor of the burning platform in Managing at the Speed of Change.

Both classic change management books agree; if you want people to move somewhere else, you need to make their current position incredibly uncomfortable.  Make the choice to stay unfathomable.  Let them know the status quo is not sustainable.  Give people a reason to change.

In the Change Starts Here workbook (free when you subscribe to the Enclaria newsletter), the first step on the path to change is to clarify the current reality of the organization and the change you want to implement.  If you want to create a map to get somewhere else, you need to start by figuring out where you are — and what you need to move away from.

How might you establish a sense of urgency?

Read more of the 99 Ways to Influence Change.

Based on many years of research, Gallup, Inc. has developed 12 statements that best predict employee engagement and performance (called the Gallup Q12).  One of those statements is, “I know what is expected of me at work.”

It’s obvious, really.  If you have expectations for behaviors or results, then tell people what they are, so they can try to meet them!  Especially in times of uncertainty and change, people don’t want to guess what you really want them to do.

Clarifying expectations can also be a collaborative effort.  When you share your expectations with people, find out if they think they can meet them.  Negotiate to realistic expectations, instead of expecting the impossible without their input.

How might you clarify expectations?

Read more of the 99 Ways to Influence Change.

For each initiative, the change agent should be a temporary position.  Eventually, ownership of the new organization, process or system must be returned to the people who are doing the work.

I’m not talking about giving people a sense of ownership by involving them.  I mean giving the job back to them to take care of from now on.

Ownership means they are personally responsible and accountable for conducting business the new way.  Their independence from you as a change agent is the only way to know that the initiative was successful.

Of course, you can transfer ownership of smaller pieces of the initiative before the change is complete.  Perhaps certain reports, meetings, processes or tasks are ready to be handed over.  Let them have it!  Once you transfer ownership, true installation of the change has begun.

What ownership might you transfer, and to whom?

Read more of the 99 Ways to Influence Change.

Part of the challenge of influencing change is getting people to step out of their day-to-day routines to take some action, instead of saying, “I’ll just do it later.”

One way to encourage people to take action now is to generate scarcity.  When people perceive that an opportunity is scarce, it creates demand for that opportunity.

Usually you see this influence tactic in sales campaigns, like “limited time only” offers and early bird discounts.

The same principle can be used to create demand for your change initiative.  Consider the following examples:

• Limit volunteer opportunities, like teams or training, to X number of people.
• Influence people to show up to meetings on time by having X fewer chairs than attendees.
• Set an end date for award eligibility.
• Offer recognition to the first X people who take the desired action.

Be creative!  Find a way to generate scarcity and create demand for change.

How might you generate scarcity?

Read more of the 99 Ways to Influence Change.

Some of the influence tactics in this list should be used sparingly and with caution.  In some situations, they can be effective!  One of those is ridicule.

You should only taunt someone you know well and in good humor.  The last thing you want to do is hurt someone’s feelings or offend him by striking a nerve, so ridicule coworkers with caution.  But, insinuating that your colleague doesn’t want to try something because he is a wimp, or is not smart enough, or whatever he would want to prove wrong might spring him into action.

Sure, ridicule is not going to make it on the list of most ethical influence tactics.  If you use it all the time you will become a bully or a clown.  But occasional friendly teasing is also one way to nudge someone or to correct behavior.

(Originally listed in Everyday Influence Tactics Not Found in Leadership Books.)

Read more of the 99 Ways to Influence Change.

When trying out a new activity, process or behavior, not everyone – in fact few people – will get it right the first time.  And that is okay.  It must be okay.  Better than that, it must be encouraged.

Much of resistance to change comes from:

• Fear of failure
• Feeling incompetent
• Fear of screwing something up
• Not wanting to be judged
• Fear of being wrong
• Fear of looking dumb.

All that anxiety makes some people avoid trying and learning something new.  First, equip people appropriately so they feel confident to try.  Then let them know it is okay and even expected for them to mess up the first few (or 20) times.  Ask them how to best handle it when they do.  And, do what you can to ensure people do not encounter ridicule, frustration, impatience or disdain when they do something wrong.  Otherwise, they may not try again.

How might you allow – even courage – failure?

Read more of the 99 Ways to Influence Change.

Never underestimate what people will do if you just ask nicely!

First of all, you have to ask.  Forget all the complicated programs, messages and incentives for a minute.  What would happen if you simply asked people to take part in the new activity, or to adjust their behavior?  Sometimes we think we need to add all the fancy stuff when really all we need to do is ask the question.

Also, remember your manners.  Please remember your manners.  “Please” removes the demanding attitude, and replaces it with respect.  One word changes a statement from an expectation to a personal request.  Adding”please” with emphasis may also increase the sense of urgency.

Say “please.”  (Please.) It is the magic word, after all.  Couldn’t your change initiative use a little magic?

Read more of the 99 Ways to Influence Change.