Tipping Point & Beating Resistance & Creating Readiness for Change

Philip knows exactly where to find the 'Tipping Point' in an organisation to bring about successful change.  The tipping point often resides within the mindset of the senior management team.  Their action or inaction often holds up implementation of change. 

I know Its easy to state that you need senior management commitment to make change work - but can we really expect everyone to juimp on the bandwagon when we want them to do so?

How much commitment is enough?

A management group recently attended a presentation I gave on culture change.  Twelve attendees were suppiosed to be present.  Six showed up on time and all were from operational areas,  Two arrived later.  Four remaining abscondees were all from support areas, Finance, HR, Sales, and Distribution.

What does this tell me about commitment?

A management group recently attended a presentation I gave on culture change.  Twelve attendees were suppiosed to be present.  Six showed up on time and all were from operational areas,  Two arrived later.  Four remaining abscondees were all from support areas, Finance, HR, Sales, and Distribution.

What does this tell me about commitment?

The books on change management teel us to not start any change until you have 100%.  That is unrealistic.  Sometimes Hell will freeze over before we get the commitment we require.  Realistically, sometimes we just cannot wait for everyone to conveniently test out ideas and haldf commit to anew process.  Sometimes, we just have to start our cultural quest for relentless improvement, driving sales up and costs down even though not everyone is on board.

My take on this approach is sometimes the change agent or consultant just has to prove that the changes will create the desired conditions.  It's up to the consulatnt to prove the point and until that time you may only have 20-30% commitment of the senior group.

Resistance  to Change is Expected

Expect resistance. Expect people to not show up.  Don't take it personally.  Take it professionally.  Expect 30% supporters and the remaining managers testing their skepticism. 

Work closely with those who support you and make results happen in such a way that resistors will be embarrased not to align with you.  They have no alternatiev when you prove to them that you are right.

Be Persuasive - Handle Objections

Expect people to have objections to your ideas and proposals.  Tghose objections, when handled well can be the basis for an even better plan of action. 

Use objection handling as a brilliant technique to sell the benefits that you have identified in tangible terms.  Ensure the benefits have personal emotional benefits for everyone in the room.

Don't rest until you have confronted every potential objection with three rational benefits that will accrue should the organisation commit to the process.  Investing in this approach will make the time go quicker, improve your speed of implementation and your repuation for being a change master.

You may also want to read this article I wrote some time ago on Resistance to Change.

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