Over the next few weeks, we will be providing you some sneak peaks of our book, “wHolistic Change: Delivering Corporate Change That Lasts.” Links to buy are coming soon…
Chapter 8, Decide on Achievable, Relevant Change
Explanation of the Technique
For people to feel excited and engaged in making change happen, they have to believe that change is important and that it can be achieved. Is there a real case for change that is obvious—the “duh” factor? If the need for change is obvious, everybody understands why you’re doing this. The improvement effort will have credibility.
There are many motivations for making a change. No matter how badly your organization needs to change, if there are no resources provided for the effort, it won’t happen. Change takes time, planning, funding, and people.
To be realistic, the change has to have more than credibility. It also has to be achievable. Here are the questions to ask:
- Is there enough time to train and/or hire people to achieve the future competencies expected of the organization?
- Is there enough time to build, purchase, and install the future infrastructure, as well as train your people, before it is expected to be operational?
- Is there a clear metric defined so that the success of the change can be measured and proven?
- Are the metrics and new expectations reasonable and achievable?
Dreaming and planning big are good and can be very motivating. It’s also important to be realistic about how much can be done. If the dream or plan is too big to be achieved, it’s unbelievable. You’ll have a hard time keeping people on board. We have seen sponsors become so enamored of lofty ideas that they fail because they don’t take the time to assess whether the change can actually be delivered…