The Change Starts Here Blog

99 Ways to Influence Change, #55: Be consistent

July 23, 2010

When the intent to implement a change is announced, many people want to see proof that it’s going to happen. They watch for signs that the change is just a passing fad, that leadership doesn’t really mean it. And what are they watching for? Inconsistency.

It’s not just the hypocrisy hounds and the skeptics. Everyone to different degrees is aware of conflicting information and purposes. There is so much going on in organizations today that it’s easy to find misalignment. Consider the following factors that need to carry a consistent message during change:

Vision, mission, values, strategy
Official communication channels (newsletters, website, speeches, press releases, etc.)
Management behavior
Policies and procedures
Decisions
Priorities
Goals and measures
Accountability
Incentives
Conversations with the boss
Training
Treatment of different departments
Water cooler stories

Of course, it is impossible to control all these factors on your own. As you roll out the change, place an emphasis on the importance of consistency with those who will carry the message. Become a hypocrisy hound yourself, watching for misalignment so you can address it as it pops up (and it will). In the items you can personally control, evaluate and design them to be consistent.

Where might you be more consistent?

Want to read more of the 99 Ways to Influence Change?

99 Ways to Influence Change, #54: Say “thank you”

July 22, 2010

Gratitude is an important factor in leading change, especially when you are leading change without authority. After all, no one actually has to do what you say, do they? Luckily, there is an extremely simple and sincere way to express gratitude: Say “thank you.”

If someone gives you their time and attention, say “thank you.”

If someone tries something new, say “thank you.”

If someone tells you why this will never work, say “thank you.”

If someone sticks their neck out for you, say “thank you.”

If someone shares their opinion or feedback, solicited or not, say “thank you.”

If someone lends you their expertise, say “thank you.”

If someone invites you to a meeting, say “thank you.”

If someone provides an idea, say “thank you.”

If someone listens to you, say “thank you.”

Organizational change never happens alone. Show appreciation for those who are going on the journey with you, and even those who want to block your path. As a change agent, “Thank you” should be the most common phrase you utter.

(Thank you for reading.)

Want to read more of the 99 Ways to Influence Change?

99 Ways to Influence Change, #53: Connect to values

July 21, 2010

In their book Influencer: The Power to Change Anything, authors Kerry Patterson et al write that personal motivation happens by connecting the change to values. They also indicate that one of two questions people ask when deciding whether to try something new is, “Will it be worth it?” (The other is “Can I do it?”) Connecting to values motivates change by improving the chance that the answer will be “yes.”

The goal is to find a way for individuals to take personal satisfaction from performing the activity or behavior. For example, if team members need to speak up more in meetings, connect the behavior with the value of being open and honest (instead of safety). If you want managers in traditionally competing silos to work together, connect the behavior with the values of community and collaboration (instead of winning). The values and behaviors you select will depend on the initiative, the organization, and the individual’s values.

Also, make sure the change initiative is aligned with the organization’s stated values. Otherwise, one or the other will surely be ignored.

To what values might you connect?

Want to read more of the 99 Ways to Influence Change?

99 Ways to Influence Change, #52: Celebrate success

July 20, 2010

In the whirlwind of the day-to-day workplace, often the need to pause and celebrate success is overlooked. Instead we just keep plugging away at the next thing on the list. To keep the momentum of change going, it is important to take the time to celebrate success.

Change is often a long process. Mark positive milestones so people feel like there is movement in the right direction. Generating short-term wins and celebrating them reinforces positive movement. It keeps leaders interested and gives them a reason to continue supporting the project. Communicating successes to the rest of the organization bolsters the cause. Acknowledge and reward forward progress so you reinforce what is important and what you want to see more of.

When you are pushing the boulder uphill, it helps to stop long enough to look back and see how far you’ve gone. Take a celebratory break so you can recoup your energy and realize that you really are making a difference.

What successes might you celebrate?

Want to read more of the 99 Ways to Influence Change?

99 Ways to Influence Change, #51: Drop names

July 19, 2010

When you are implementing change without having direct authority, sometimes you have to rely on someone else’s authority to get things done. One of the easiest ways to borrow someone else’s authority is to say (or infer) that you are working on their behalf. To influence change, drop names.

The following are examples of name-dropping:

“The CEO asked me to invite you to participate.”
“Your boss suggested that you would be the one to ask about this.”
“I was at lunch yesterday with the VP of Operations, and he loved this idea.”

There are a few warnings about name-dropping. First, if you do it too much, you give the impression that your change initiative can’t stand on its own without needing someone to push it through. Also, if the person whose name you are using isn’t respected, you may be building resentment and resistance. Plus, if you drop names too much, you become someone who can only influence others by relying on other people’s authority. It’s not a great way to build your own personal influence.

It’s probably best to drop names subtly and only occasionally. Drop names to help link your request to the bigger picture, and to connect people with where the change is coming from. Only rarely should you use it to bulldoze someone.