in the rough
Change is rough, at least for a while. But it may offer a future that is far brighter than the status quo could ever be. The articles that follow are written by experts in
change management, but those experts are also your peers. And
because they are writing as your colleagues, they’re giving you
the straightforward and honest story, on both
leading change and how to manage it. As a complement to their work, and drawing from
research conducted for this issue, here are a few
more thoughts to consider.
The vision for change is only the first step.
Implementing the change is the hard work that comes
afterward. No matter how well articulated the
vision or how well drafted the strategy, if you
cannot demonstrate and convince people of the
value, in a way that resonates for them (not just
you), then the change will not work. Telling
people about the vision is not the same thing as
engaging them in a meaningful way. And how
do you know if their engagement is meaningful,
that they will be with you through the long haul?
Go to where they are and ask them.
Change affects us on an intellectual and emotional level. While demonstrating the value of
change will move the dial on the former, the
latter requires something much more complicated: real empathy. That simply cannot be conveyed in the form of a sales pitch, no matter how
smooth it may be. Even a 6-year-old can tell the
difference between someone who sees the world
through their eyes and someone who is putting on a good act. If
employees feel that their concerns are truly understood and that
the change ahead makes real sense in their world, they are much
more likely to be right there with you in supporting it.
“No matter how well
articulated the vision
or how well drafted
the strategy, if you
and convince people
of the value, in a way
that resonates for
them (not just you),
then the change will
tell us what
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