Maintaining Employee Commitment to Change http://www.chicagohospitalnews.com/pdf/CHN_07_07_pgs_1-20.pdf
In a Bill Gates commentary about Microsoft, he said. “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be lulled into inaction.” It is unfortunate that our experiences are so similar. The employer has used all the bells and whistles to introduce the new initiative. The surveys were taken, middle managers were invited to special meetings designed to gain their support, top leadership climbed on board, brochures and buttons were printed and a big kickoff assembly held.
Only a few months later, and the initiative was dead in the water, the objectives unreached, and life went back to the way it was just a few months before. Funny thing, except for the leaders who wanted the change to occur, no one was surprised.
Why is change so hard to accomplish within organizations? Perhaps because emphasizing the kickoff above all else is misguided. Research indicates that accomplishing successful change is more about keeping employees’ support than getting it in the first place.
At both top performing and less successful companies, enthusiasm for change typically drops off after the first month. But top organizations recognize the downturn and quickly take appropriate steps to reverse the trend, while less successful ones take longer to refocus on the change initiative and sometimes can’t recover.
According to a study by OnPoint Consulting in New York, dealing quickly with a drop in commitment is critical to
change efforts. Unless a company can get back on track within one to three months, it is unlikely the initiative will be successful, its research indicates. Here are some of the things that companies can do to maintain commitment to change:
KEEP TALKING.
Leadership must find ways to communicate often and directly with employees about the pros and cons of making change, why change is important and why they believe the organization can make the shift successfully.
MAKE LEADERS MODELS.
Everyone in the organization must publicly support the directive. If key managers are allowed a different set of rules than employees, the initiative will lose credibility.
RECOGNIZE MIDDLE MANAGERS’ ONGOING ROLE.
Although most companies know they need the support of middle managers initially, it is important to keep them involved throughout the process.
STAY FOCUSED.
Don’t expect the process to handle itself automatically after the kickoff. Anticipate obstacles and new developments along the way and be ready to deal with them.
DON’T SET THE BAR TOO HIGH.
Being overly ambitious with your milestones can cause employees to become discouraged. Establishing realistic goal
and announcing their attainment will help maintain enthusiasm for the cause.
SET ASIDE ADEQUATE RESOURCES.
Research indicates that underestimating the resources–human and financial required or trying to accomplish too many
changes at one time can doom an initiative to mediocrity. Give employees the tools and time they need to do what you
are asking.
KEEP CHEERING.
Most organizations kick off big initiatives with meetings, give-aways, and other fanfare. Maintain interest by celebrating major accomplishments or goals and communicating regularly with employees.
TIE CHANGE TO COMPENSATION.
High performing companies link key objectives to pay, particularly in management bonus-award programs. But incentive
plans increasingly are being offered to non-management employees. Link these to organizational goals as well, and also use spot bonus awards—both monetary and otherwise- to rally support.
Admiral and computer science pioneer, Grace Hopper, one said, “The most damaging phrase in the language is ‘It has always been done that way.”
Russ Jones is a Partner at First Transitions, Inc., a corporate-sponsored career transition and executive coaching firm specializing in the healthcare field. He can be reached at (630) 571-3311, (312) 541-0294 or at rjones@firsttransitions.com. You can also visit the website at www.firsttransitions.com.
