Tipping Point & Beating Resistance & Creating Readiness for Change
Knowing where to find the 'Tipping Point' in an organisation to bring about successful change is a useful talent. The key to the ‘tipping point’ often resides within the ‘mindset’ and values of the of the senior management team. Engaging with them can seriously speed up implementation of change.
It is pretty obvious that we need senior management commitment to make change work - but can we really expect everyone to jump on the bandwagon exactly at the same time and 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 supposed to be present. Six showed up on time and all were from operational areas, Two others arrived later. The four remaining non attendees were all from support areas, Finance, HR, Sales, and Distribution.
What does this tell me about commitment?
The books on change management tell us to not start any change until you have 100% commitment. Frankly that is unrealistic. Sometimes we just cannot wait for everyone to conveniently test out ideas and only partially commit to a new process. It is not ideal – but in reality we just have to start our quest for relentless improvement, driving sales up and costs down even though not everyone is on board. You may think this is an odd thing to say but people take time to commit.
My take on this approach is sometimes that the change agent or consultant just has to prove the concept or ideas actually work before we have a firm 100% support. Managers may have to be convinced that the changes will create the desired improvements. It's up to the consultant to generate a positive ‘proof of concept’ even if that means you 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 being sceptical.
Work closely with those who support you and cause results happen in such a way that resistors will be embarrassed not to align with you. They have no alternative when you prove to them of ‘proof of concept’.
Be Persuasive - Handle Objections
Expect people to have objections to your ideas and proposals. Those objections, when handled well can be the basis for an even better plan of action.
Use objection handling as a 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 reputation 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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