So, how can you tell if your project is at risk to suffer a similar fate?  Watch out for these three telltale signs your initiative is headed out to pasture.

1.  Leaders are unhappy with progress

An organization’s leaders have limited tolerance for continuing to put resources into something that doesn’t generate tangible benefits.  If the initiative is not meeting expectations, they might make a decision to end it.

Example:  A process improvement effort met its goals for increasing ideas submitted by employees, but struggled to meet its financial objectives for cost reductions.  After 18 months, top executives pulled the plug.

Remedy:  Manage expectations.  Report progress.  Generate wins as soon as possible.

2.  People stick with the old way, even though it’s extra work

When implementing a new process, method or tool, it is common for people to duplicate the job in parallel (both the old and new) for a limited period of time.  If, after that time period is over, people still duplicate the same work with the old method, “just in case,” they are not yet convinced that it will work for them.  It is a sign that the new way will be dropped as soon as you turn your attention to something else.

Example:  A new reporting system made a production schedule maintained in an Excel spreadsheet redundant.  The plant scheduler continued to enter the information into both systems, even after the trial period.  Eventually, the new report was dropped.

Remedy:  Fix what doesn’t work in the new system.  Stick with it until the old tool is out of circulation.

3.  It falls off the agenda

If your change initiative is added to a meeting agenda as an afterthought, or is left to the end so it can be dropped if time runs out, watch out!  It’s a clear sign that the project has lost its priority.

Example:  An organization’s balanced scorecard was reliably the first thing on the agenda of monthly leadership team meetings.  Until one month, when it was scheduled for the end of the meeting.  The following month it was not on the agenda at all.  Then the scorecard was forgotten altogether.

Remedy:  Conduct separate meetings for your initiative.  Address underlying resistance.

It can be difficult, even impossible, to bring your initiative back from the brink.  To keep your initiative from ever getting to that point, apply the essential ingredients of change from the beginning and for the duration of the project.

To think that everyone in the organization would instantly participate without hesitation is only a dream, of course.  If change were that easy, they wouldn’t need you to lead it!  Plus, the change and its outcomes are made better by understanding and working with the resistance that comes up.  However, it does help to have people on your side from the start, who don’t need much convincing to help you out.

Most likely, there are reflexive followers in your organization, people who only need to hear about your project and they want to know how they can help.  The following are three reasons people impulsively participate in change:

1.  They connect with the change.

Occasionally, your change initiative will trigger someone’s curiosity or passion.  The minute you say you are working on a [sustainability, innovation, leadership, Lean, you-name-it] initiative, they want to be involved.  The topic is part of their expertise, or perhaps they would like it to be.  They know the problem you are trying to solve, and they want to be part of the solution.

2.  They have nothing better to do.

Have you ever gone into somebody’s workspace and they seem relieved that you interrupted?  If you asked them to do anything at that moment besides what they were working on, they probably would.  Some employees stuck in the daily grind are looking for something more meaningful, interesting or just different to be involved in.  The opportunity to use their skills (or learn new ones) to help make a difference in the organization may be just what they have been waiting for to get them out of their rut.  Extend an invitation, and they will likely show up.

3.  They believe in you.

Some of your colleagues will get involved simply because it’s you.  If you were not involved, they may not have considered it.  There may be a variety of sources of this adulation.  Some may view it as an opportunity to learn from you.  Some see that you are headed toward great things and want to follow in your footsteps.  Others may just know that if you are involved, it must be a good idea.  Your friends will naturally want to work with you on a project that you are passionate about.

You may think that in order to have that kind of magnetism, you must be charismatic.  When you are passionate about your project, your charisma appears.  Far more important traits, however, are integrity and respect.  If colleagues believe you are trustworthy and that your intentions are noble, they will honor you with their time and attention.

Locate people in your organization who connect with what you are doing, who crave something new, or who are your personal fans, and you will have found instant followers for your change initiative.

Our task was fairly straightforward.  We needed to replace the existing mainframe system with a new server-based system.  While the project was complicated in terms of setup and timing, it was not difficult by change management standards.  For example, we encountered little resistance.  When it came to rolling the boulder uphill, the slope was not very steep.

I attribute the relative ease of implementation to the following factors:

Clear sense of urgency

The reason for the replacement and upgrade of the system was the so-called Y2K bug.  If we didn’t replace the old system, it would cease to function properly at the stroke of midnight at the dawn of the millennium.  The system was essential to the operation of the company; it was clear to everyone that the change needed to happen.

Definite improvement

While the new system replaced the functionality of the old system, the features of the new system were miles ahead.  The user interface was easier to use and learn.  The database structure allowed reports with more and better information.  Since we were starting from scratch with a new database, we were able to fix any lingering issues before loading the new system.  No doubt, it would help people do their jobs more efficiently and effectively.

Plenty of resources

Although the ultimate deadline was December 31, 1999, the project was started in early 1997.  We were given enough time to do things right and not rush.  Also, we had a capable full-time project team of four, plus dedicated IT resources.  No one ever complained about budget constraints.  There is something to be said for having the capacity to do the job right!

Individual training

Since we had people and time, we were able to provide each user of the system with on-the-job, one-on-one training on the system.  Each person learned how to perform his own job with the new system over the course of three weeks.  The users had enough time to get comfortable with the new system, prove to themselves that it worked, and have any questions answered in person.

Minimized extra work

During the three-week implementation, the data needed to be entered into both the old system and the new system.  This duplication was necessary to prove that the system was working properly before going live.  Instead of burdening the users with twice the work, the trainer would enter the data into the old system for them.  Not forcing them to add extra work during the implementation reduced any animosity for the change and allowed the users to focus on learning the new system.

Useful reporting structure

Although each of the users worked at a distant manufacturing plant, most reported to either the corporate logistics or purchasing departments, and their bosses were the same directors who were sponsoring the new software.  The reporting structure was useful for making centralized decisions and standardizing processes.  The lines of authority, and our ability to standardize across plants, were somewhat trickier in instances where the users reported to the individual plant managers instead.

No culture change required

As a straightforward software upgrade, there was not much of a culture change involved in the implementation.  The organization with the old system was generally the same as the organization with the new system.  While increased accessibility to information might have provided the opportunity to create a culture change, it was outside the scope of the project.  A change in culture was not required to successfully implement the software.

Not all change initiatives are difficult, and resistance is not always a struggle to overcome.  With the right combination of factors, change can seem downright easy.

The Ten Essential Tools include personal influence and structural influence methods, plus a focused foundation that every change agent needs to start with.  If your change initiative is stalled, use the Ten Tools as a checklist to see what areas might be in need of a boost.

Listen here (30 minutes):

Be sure to visit the new radio show page to find other ways you can tune in to the show.

If you prefer to read a small synopsis of the list, see the previous post Ten Essential Tools for Change Agents.  However, you will miss out on a special offer that is presented at the end of the show!

Nagging.  When someone is dragging their feet or in need of small behavior correction, a few repetitive requests or reminders might do the trick.  The risk is that you might become an annoyance and he might dig in his heels further.  Before the nagging gets to that level, ask what might be holding him back, and offer to help.

Begging.  Although getting on your knees and crying will most likely not win you favor, going the route of “Please… Pretty please… Pretty please with sugar on top…” used occasionally with someone you know will work.  It is important for your dignity that you escalate your request with increasing urgency without sounding desperate.

Ridiculing.  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 sissy, or is not smart enough, or whatever he would want to prove wrong might spring him into action.

Bribery.  While it sounds illicit, bribery is simply offering something in exchange for what you would like the other person to do.  Mutual back-scratching or trading favors are common ways to influence someone who doesn’t believe the value of performing an activity is worth the effort to do it.  Note:  Do not offer or request anything illegal or unethical!

Flattery.  The saying goes, “Flattery will get you nowhere,” but anyone who has been given a well-placed acknowledgment or compliment knows it can go a long way.  Of course, someone will see through a compliment given just before a request is made.  She will know you are buttering her up.  But if you can brighten someone’s day with a genuine acknowledgment, she is bound to repay it.

Threats.  As a last resort, it might help to inform someone that if she doesn’t play along, something bad is going to happen.  The manner in which you send this message makes all the difference.  It’s most effective if it sounds like a kind warning instead of intimidation.  If your next course of action is to get her boss involved, it might be a good idea to bring this up, so she has the opportunity to act before that happens.

When have these worked for you?

How have they backfired?

What would you add to the list?

1.  Change Knowledge

Change agents are the people in their organizations who understand how change works – or at least how it is supposed to work.  Your own change knowledge helps you know what to expect and understand what is really happening.  When the initiative is stuck in a rut, your knowledge helps you generate ideas for what to do next.

2.  Clarity

A lot is said about the importance of a clear vision.  In addition to making sure leadership has a vision and that it is clear, change agents also assess current reality and identify the barriers that stand in the way of achieving the vision.

3.  Your Role

When used correctly, your role as change agent can be a powerful tool.  As trusted advisor, you help leaders fill in the gaps to ensure that change happens.  It is necessary to strike a balance of ownership of the initiative and to manage relationships.

4.  Power

People who have power are able to take action, make decisions that affect other people, model behavior and open minds.  Since change agents don’t have direct authority, they need to build up indirect authority to influence others.

5.  Leadership Support

Also, since you don’t have direct authority as a change agent, you need to gain a partner who does have it.  When you have leadership support, you need to make sure it manifests as behaviors and activities that drive the change forward.  If you don’t have support, you will eventually need to get it.

6.  Conversations

The one-on-one conversations you have as a change agent will help get beyond fear and develop mutual understanding.  Conversations are a means of providing feedback and preserving relationships.  The most important conversations are the ones you don’t really want to have.

7.  Meetings

Most meetings are seen as drudgery, or necessary evils; however, when effective they can be a key means of moving a change initiative forward.  Whether you are meeting with a project team, a leadership team, or a work group or a steering committee, your job as the change agent is to make sure people are collaborating for results.

8.  Accountability

Without having direct authority, you will most likely not hold people accountable yourself.  As a change agent, your responsibility is to make sure a system of accountability is in place.

9.  Incentives

Although incentives can be tricky because they frequently have unintended consequences, effective change agents find ways to motivate desired behaviors or results.  The best motivation techniques are not external rewards but psychology-based nudges in the right direction.

10.  Communication

Some say the first law of change is communicate, communicate, communicate.  To be more specific, the key activity for change agents is to get the appropriate message to the right person and to have them do something about it.

Whether you are executing strategy, implementing technology, designing process improvements, or transforming culture, your role as change agent is fraught with challenges.  Use these ten tools to help navigate them successfully.

For a more in-depth look at the 10 Essential Tools, check out:

• The 10 Essential Tools webinar
• The INflux Change Agent Network

Myth #1:  The goal is change.

Perhaps we are victims of language.  Organizational change practitioners commonly talk as though the end goal is change itself.  It is common to say “implement change” as if the change itself is the goal.  It’s not!  Change is the process of bringing about the desired future state.

One of the first to study organization development, Kurt Lewin described the change process as Unfreeze > Change > Freeze.  It is commonly misinterpreted that the thing you are freezing is the change itself.  That is, you permanently affix the initiative you are implementing.  In fact, it means that the state you freeze is the true desired future that continues as “normal” after the initiative ends.

To see this myth in action, ask yourself this:  How does what you really want to happen differ from how you are accomplishing it?

Myth #2:  Change must start at the top.

No one will deny the importance of leadership driving and reinforcing the change process throughout the organization.

But does change need to start with leadership?  The answer is a definite “no.”  There are numerous examples of large-scale organizational changes that started as either grass-roots efforts or small trials without much leadership involvement.  Plus, ideas for change initiatives frequently come from people lower on the org chart who are more directly affected by the problems and challenges of the organization.

When we believe that change only starts at the top, any lack of leadership commitment can make us feel like our efforts are fruitless.  The truth is that change can start with you.  Your job is to help the leaders to drive and reinforce the change process.

Myth #3:  People behave rationally.

You knew this was a myth already, didn’t you?  And yet as change agents we frequently assume that we can predict what the reaction will be to our initiative based on what we think a rational human being would do.

We believe that if we provide a monetary incentive to accomplish something, it will motivate people to do it.  We assume that if we list all the benefits of the initiative, people will get on board.  We think that if we put a group in a room together with a goal they will work as a team to get it done.

The good news is that although people do not always behave rationally, their irrational behavior is actually fairly predictable.  When you think through the impact of your initiative, consider whether your plan is based on the assumption that people will behave the way you want them to behave or that people will behave as they will actually behave.

If you feel like your change initiative is getting stuck, challenge these myths and look at change from a new perspective.

In fact, if implementing change were that scientific and predictable, success would certainly be easier, faster, and occur more often.  One of the reasons I offer one-on-one coaching for change agents is that each scenario is different, and there is no one-size-fits-all solution to implementing change.

I do believe there are certain characteristics or skills of change agents that are important, and that I watch for while coaching.  If any of these are lacking, I might explore further to see if improvement might pave the way to success.

• Systems thinker. Seeing the relationships between moving parts.  If you pull one lever, what cogs are likely to move?
• Relational. Cultivating relationships at multiple levels of an organization.
• Analytical. Using data and measurements to assess progress.
• Influential. Using multiple forms of influence to get people to try new things and adopt different behaviors.
• Resilience. Organizational change is rife with obstacles and resistance.  Resilient individuals will keep going.
• Facilitation. Most change projects I know involve some form of team facilitation.
• Difficult conversations. For example giving feedback to executives.
• Communication. Beyond conversations, speaking and writing are also important for change agents.
• Energy. Drive.  Conviction that the change must happen.
• Observant. Having a knack for seeing opportunities for improvement and discrepancies that are hurting the initiative.

What else would you add to this list?  Any that you agree or disagree with?

As an internal change advocate for your organization, communication is one of the main tools you use to reach your goal and desired outcome.  Yet, we frequently see people who are responsible for implementing change who use communication in a haphazard fashion, without a solid plan.  The resulting hodgepodge of newsletters, posters and meetings tells a less-than-compelling story of change.

Use the following five-step process from the Pinpoint Communication Workbook to develop a comprehensive communication plan for your change initiative:

1.  Target Your Audience
Your change initiative is not one-size-fits-all.  Expectations vary for different groups when it comes to the new behaviors and attitudes that are required for success.  How you communicate to each group should vary accordingly.

Examples of the various ways you might slice and dice the organization are:

•    Organization level (executives vs middle management vs front line employees)
•    Region or geography
•    Department or function
•    Union vs. Non-Union
•    Internal vs. external stakeholders

The whole organization is also often considered to be an audience – it’s just not the only one.

2.  Craft Your Message
The content of your communication is the message you will deliver to the organization.  Organizational communication is made up of broad-based themes that help ensure consistency while maintaining flexibility to customize for each audience.

There are three phases of communicating a change initiative:  Entice, Educate, and Engage.

Entice
At first, you want to gain attention by making your message stand out from the myriad other inputs that employees deal with every day.  Pique your audience’s curiosity, and surprise them with the unexpected.

Educate
Once you have the attention of your audience, the next step is to inform and educate them about your initiative.  Let them know what it is and why the organization is doing it.

Engage
The next step to communication is to motivate the audience to take action with the information they’ve been given.  Tell them what you want them to do, how to do it, and what’s in it for them to participate.

3.  Select Your Media
Once you know what you want to communicate to your audience, the next step is to determine the means.  There are a variety of communication vehicles at your disposal, including in-person meetings, audio/visual methods, written messages and the internet.  Also, the messenger, the person who is delivering the message over the channel, is also important to consider.  For example, is it an email from the CEO, or a one-on-one conversation with a supervisor?

4.  Map Out Your Schedule
Arrange the details of your communication plan – the audiences, the messages and the media – into a manageable timetable that fits the project plan for your change initiative.  The plan should be a visual representation of communication over time that is easy to track.

5.  Monitor Your Effectiveness
The ultimate measure of change communication is the change itself.  The lagging indicators, then, are the metrics that show how well the message is received and whether change occurred.  Instead of waiting until the end of the project to see if communication worked, consider other leading indicators that show progress, like whether people are receiving the media and understanding the message.  Some examples include Traffic, Comprehension, and Retention.

Ultimately, the real goal of any communications plan is to make itself obsolete.  The best-case scenario is that managers and others start talking about the change without having to be a part of a plan, and that the desired changes become incorporated into the day-to-day operation of the company.  In order to get there, remember you must take deliberate steps to share the intended message with the appropriate audience using accessible, credible media in a manageable timetable.

If you like this approach, you might also like:

• Eight Fundamental Ingredients of a Successful Change Initiative
• The Pinpoint Communication Workbook

• Initiating major reorganization plans
• Improving competitiveness through the implementation of total quality-management processes
• Incorporating information systems as an integral part of business and production strategies
• Integrating customer-service mentality and behaviors throughout the organization
• Responding to new or increased global competition
• Accommodating the turmoil associated with mergers, acquisitions, and leveraged buyouts
• Redefining the organizational culture to be more supportive of corporate business objectives
• Initiating cost-containment mechanisms
• Rightsizing the work force
• Establishing employee-involvement programs to generate a sense of empowerment and commitment
• Establishing new products and markets
• Incorporating new production/manufacturing procedures and machinery
• Adjusting to the changing profile and needs of today’s employees
• Complying with new government regulations

Sound familiar?  We’re still facing the same challenges today as we were 17 years ago – even some of the terminology is the same.  Perhaps the difference is the number of concurrent changes going on, or the rate at which organizations and people are expected to change.  (Consider the fact that this book was written at the dawn of the internet.)

The list speaks to the perpetual nature of organizational change.  In the last 17 years, much research, learning and theorizing has been done to better understand how to make change easier.  The fact is that change might get easier and better understood, but it never goes away.  There is always a new set of employees, circumstances, leadership, technology and environmental factors that require a better way to move forward.  The way we accomplish that tends to fall into the same categories of change over the years.

What would you add to this list in light of today’s environment?

How many of these are you currently working on in your organization?