6. Sustaining: Making it stick. Most
change initiatives result in new roles
or responsibilities for employees. At
a minimum, there are new expectations for behavior and performance.
For change to stick over the long
term, people programs need to catch
up with the new performance requirements. Without the right incentives
and performance metrics, we leave the
door open for employees to revert to
old ways of doing things.
While good governance is important
to sustaining change, so too is recognition. Celebrate successes both big and
small with special events. And take the
time on a regular basis to recognize
individuals and groups who make a
difference to your change efforts.
The bottom line is, when it comes
to change, we’re emotional beings.
Our hearts, expectations and past
experiences get in the way, and that’s
OK—it’s what makes us human.
Understanding and managing both
the rational and the emotional side of
change are, in our experience, part of
the secret to successful change efforts.
about the authors
Brad Messinger is a global leader with
Towers Watson’s Change Management
Practice. He is charged with supporting
clients on large-scale business transformation projects and developing
intellectual capital and new service
offerings, with a focus on change,
talent and risk management.
Jill Havely is the Americas practice
leader for Towers Watson’s Communication and Change Management business. She partners with organizations
to develop and implement change
management and communication
strategies for a wide range of human
resources and business issues.