On (re) Selling Change

Whenever I am in a conversation about change management, which seems to happen more often than not these days, I’m taken back years ago to an assignment I had with a national retailer. My challenge was to execute a strategy to bridge the communications gap between store managers and corporate management. I did all the right prep work – interviewed store managers in the field and corporate managers; conducted a communications audit; then presented a comprehensive plan that encompassed all the stakeholders, with buy in from the division president and his leadership team. From a tactical perspective, all the pieces were in place. I was thrilled and excited and everything was right with my world. Until one senior VP shared his true sentiments with me in a one-on-one. It seems that what he projected when in meetings with other leadership differed significantly.

Lesson Learned No. 1: Identify and deal with fakers

Because this particular, well-connected, influential executive did not openly oppose change among other leadership, I was on my own. It took some intense meetings, and challenged every ounce of emotional intelligence I could muster, but eventually I was able to bring him on board. I did this by surveying store managers, whose responses exhibited very enthusiastic support. After all, the new communications flow helped make their jobs easier, and allowed consistency in their stores which helped to put a dent in customer complaints. I made this particular VP an ally by letting him take credit for the improvements among his store managers. This gave me the buy-in I needed to remove him as an obstacle to change.

Lesson Learned No. 2: Make leadership stick to their guns

I found myself abandoned once the agreement was signed and the work began, and resistance started to rear its ugly head. I had provided the division president with a communications plan that entailed lots of face to face delivery of the vision and strategy, and updates, directly to his leadership team and cascading down to managers. But I had to ensure that it became part of his everyday conversations, his informal and unplanned interactions with his team. I had to make sure that any temptation to resist would be met with a reminder of the head-honcho’s support. During my weekly meetings with the president, I would inquire about recent opportunities to promote communication improvements. Eventually he began owning the message, and he always had a story to tell. I could tell that his commitment was being taken in earnest. Then it became a natural, more frequent conversation throughout the organization.

Lesson Learned No. 3: Change will never, ever be easy.

Since then, I have managed similar projects in various  industries and have found that the more these projects differ, the more they are similar. How companies approach change, the methodologies they use and the level of commitment involved, may vary. But  every change initiative presents its own set of surprises and shortcomings. That’s the nature of the beast. What makes some initiatives more successful than others is the level of commitment demonstrated by leadership. There’s a reason why “it starts at the top” is an overused cliche … because it’s true. It’s important to have earnest support and buy-in from decision-makers, the movers and shakers, at all phases of your mission. Thus your ability to sell change may be put to the test, over and over again, before it’s all over with.

It’s a constant challenge and a great thrill. That’s why I love what I do.