Large Scale Change That Works: How To Take A Step By Step Approach to Ensure Success

 

Large Scale Change That Works: How To Take A Step By Step Approach to Ensure Success

Have you ever launched a new project, policy, or rule at work, only to watch it fall apart a few months later? You aren’t alone. Most large-scale changes fail—not because the idea was bad, but because the leader forgot one thing: Buy-in. I’ve been that person at times and it has never worked out well. On the other hand, when I’ve taken a measured approach with key steps along the way, the results were much more successful. 

When we just tell people what to do, we get "compliance" (they do it because they have to). But when we lead people through a transition, we get "commitment" (they do it because they believe in it and because they believe in you). To get there, you have to help your team climb the commitment ladder. 

Step 1: Understanding

Before people can help you, they have to understand the plan. You must answer two simple questions:

  • Why now? What is the "emergency" or the big opportunity we are missing?

  • What is the purpose? Don't just say things will be "better." Paint a clear picture of what the future looks like. Provide clear examples that are easy to understand.

Step 2: Acceptance

Change is scary. It often feels like losing something familiar. As a leader, your job isn't to argue with people who are worried; it's to listen and influence. Ask your team: "What are we losing in this change?" When people feel heard, they move from being stuck in the past to accepting the future. Then help them to see what can be gained by the proposed change.

Step 3: Endorsement

Once people accept the change, you need to give them ammunition to talk up the change. This is where your "influencers" come in. These are the veteran staff members or managers that others look up to. Help them to become ambassadors of change. Give them 2-3 key talking points that they can internalize and communicate to others within the organization. When they speak up, the rest of the team will likely follow.

Step 4: Engagement 

This is the final goal. This is when the team stops waiting for orders and starts finding their own ways to make the new system work. Start with a small "pilot group" of your most excited employees who are typically the early adopters. Let them try the new way first, find the bugs, improve upon the process, and show everyone else how it's done. Strategic grouping of teams can help with this process. More to come in a future Blog about grouping your teams with intention and purpose.

The Bottom Line

In leadership, we often try to rush the launch or drive hard through the process because we are in a hurry to see results. Skipping steps and cutting corners never works well. If you want a change to last, you have to slow down the launch to speed up the adoption. Building belief in the processes and in belief in your leadership capacity, will win the hearts and minds of your people and ultimately increase the likelihood of success.

If you are ready to learn how to lead large scale change within your organization, let’s connect.

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