yeah yeah but WHAT’S IN IT FOR ME?
If you can’t explain the benefit of a change in a way that moves people, they will not buy-in to it – in fact, they are likely to resist it, subconsciously or intentionally.
Many companies on a strategic automation journey are ahead of their competition – realising efficiency gains, with a head start on the ability to innovate new ways of adding value.
For those that aren’t on a journey – but want to be – it could be a problem of buy-in. How do you automate low value tasks, if people don’t want any big change to affect their work?
Teams can’t eliminate rote tasks because people doing them don’t buy-in to automation initiatives.
It’s a perilous catch-22.
The most successful disruptive technology projects have a “change enabling” foundation – with 4 principles:
- Transparency – precise scope: here’s what will / might / will not change
- Talent – a core group of people likely to create a high performing team
- Tailoring – of communications, both the medium and the message
- Trust – that people accept change when treated with respect
It’s hard to lead and manage by these principles, no doubt. But the payoff could be survival vs decline.
What’s your #1 tip for leading people through profound change?
