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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.

I read in a blog the other day how a recent neuroscience study showed that fear drives us more than we ever would care to admit. Makes sense. I don't think that comes as a shock to anyone. In fact, in this economy, everyone is in survival mode these days, for fear of losing everything they have worked so hard to obtain. Needless to say, this is not the best time to take risks.

Or is it?

Especially in business during economic downturns, those who learn to manage their fear have been able to turn lemons into some rather tasty lemonade, as it were. But those who do not, become paralyzed to do anything to promote their business.

When it comes to building businesses and brands, it's all about solutions and meeting needs. Everyone would agree the recession has changed society and culture to the point we can no longer look at the world the same way or go about doing about business as usual. That's just the nature of change and when things change, we all have to adjust.

This certainly opens the door for innovation, but not everyone will walk through it. Only the strong survive and I'm not just talking no guts, no glory here. No, this isn't merely about courage. This is about character. Character that says, if I truly have something to offer that's of any value, then discounting my brand is the last thing I should be doing right now. Character that says, everyone else is freaking out, but I'm going to stand strong knowing that this is just a test, and if I pass, I'll reap a reward for years to come, because my brand never stopped being relevant. If it did, then that's a discussion for another time, but the point I'm trying to make for everyone else is this: Failure seems to always follow its best friend, fear.

Business has always been about sowing and reaping and right now many are seeing the field as ripe unto harvest. So staff up and send your sales force out knowing that your return on investment is imminently at hand.

The most fun I've had working on an ad long distance.  The client, a communications company in the Caribbean, hired a production company in Halifax, who in turn hired me to create it... I live in Toronto, as you might have read.

Communication was a bit of an issue during the first few stages, but thanks to the swift management chops from Curve Productions and our easy going relationship, we got it done!