The Leaders Vault

Frequently, we face the same dilemma when implementing change. We pore over the internal structure, examine new options, and explore uncharted territory. Finally, we craft our new plan. We present the new idea with fanfare and pride, step back to watch the magic happen and then . . . Pffft. The flash we expected ends up to be just a disappointing fizzle. Despite the hours, dollars, and emotion we invest in new ideas, things don’t always work out the way we had desired. What went wrong? Was the change itself a bad idea, or just a good idea gone wrong?

Before you go back to the drawing board, learn the seven myths that make an uphill battle out of any change. If you recognize them before you start with a new strategy, you'll give your plan the chance to develop across level ground. If you’re already halfway through the process, take a look and see where you lost your footing. It might not be too late to recover that lost ground.

Myth 1: It's a tiny change. Leaders get tricked by this myth for three reasons. First, leaders may be more used to to change and aren’t as threatened by it in the way others are. Second, because leaders are affected personally in a different way than front-line employees, they don’t see the same losses. Third, they may have contemplated the change for so long that they are too comfortable with it. The freshness has faded and the familiarity of the idea overshadows its intricacy.

The bottom line is this: Don’t downplay the impact of any change. Even seemingly minor changes can impact group dynamics, scheduling, and other concerns like car pooling, child care, etc. For these reasons, the thought of change can create a negative emotional response in those affected. And don't forget the law of unintented consequences. A change in one area often affects others.

Action: Involve people in the planning and implementation process. It will help you understand the impacts you hadn’t considered and will smooth the path toward success. Typically, the sooner you can involve others, the better.

Myth 2: Change isn’t personal. Managers like this myth because it allows them to see things in black and white. They are working for the bottom line and any changes are “just business.” Keep in mind, ALL change is personal. Employees who have to move offices, change hours, lose responsibilities, report to new managers, learn new systems, or even [lose their jobs~get fired~get laid off} are going to feel the effect of change at a personal level. If you want people to invest personally in their work, you have to accept that their work is personal to them.

Action: Hear out employees’ worries and don’t tell them what to feel about the change. Honor the contributions they have made in the past and show them how they will grow into their new roles. Provide the tools to help them succeed, whether it be new training or just extra time to find new comfort zones.

Myth 3: Employee involvement is optional. This myth is a little tricky because you don't have to involve employees in planning change. As long as you don't care about the outcome. There is no doubt that finding time for communication is hard for a busy and stressed decision maker. The time it takes to expose an idea to critique and suggestions is not only costly, it’s frustrating. This is one of the prices of leadership. People more readily support changes that they help develop. If you make your team a part of the process, it pays off down the road in fewer delays and costs in the implementation. It can even change failure into success.

Action: Bite the bullet and figure out constructive ways to gather employee input before the process is too far down the road for their input to have value. This is how leaders work with teams and it pays off in employee energy, trust, and commitment.

Myth 4: Our employees are smart enough to figure it out. This myth is the lazy twin of Myth 3. If they weren't part of the input, surely they don't need the change explained to them. People who know what to do, don’t really need guidance, right? No doubt, management has weighed the pros and cons of change prior to implementing it. The employees might be intelligent enough to figure out on their own, but why not give the information straight to them and set their minds at ease? If you want to not lose smart employees, then keep your employees smart. Treat their minds with respect.

Action: Make a plan to communicate the change, lay out the pros and cons and explain the decision. Ask employees to invest in the plan's success and continue to talk about the change after the initial implementation.

Myth 5: Flying by the seat of our pants will work fine. It is true that many things must be figured out as you go, but the toll is high for both the organization and for the people involved. The usual excuse is that “we need to take action now or we will miss our opportunity.” However, figuring it out as you go brings with it wasted time and creativity on the wrong tasks. The lack of a plan means rework and frustration.

Action: Take time to create an inclusive plan. It will save you and your company both money and headaches.

Myth 6: They are just employees. They should just get on board. Keep in mind that it is human nature to resist change, even positive changes. People worry about decreased power, loss of confidence and even failure. They dread the unknown harmful impacts. While it is true that people are being paid to do their job, they will do it better if their leaders help them adjust to change.

Action: Knowing that ordering a change doesn't mean it will be supported. Expect push back and study it. Frequently solutions to issues come from those who are most resistant.

Myth 7: My boss knows why I am doing this. This is is a sneaky myth that hits you when you least expect it. Managers have many things on their minds, many conversations in a day, and must react constantly to shifting focuses. Even if your boss agreed with you one day, that doesn’t mean that the boss will be behind you later when the change is actually implemented or when problems arise.

Action: Besides your initial discussions to gain support for the change, keep at it with emails or print-outs that detail its benefits. Keep your leaders up to date on the status of the change. Get input when you need it.

These seven myths about change are often used to force quick changes in an effort to avoid the inconvenience of gathering “unnecessary” employee input. It takes real courage to slow down enough to change things in a productive way, but the benefits in credibility, customer relationships, employee morale and productivity far outweigh the costs. Remove the myths from your thought processes and create a path through change that everyone can navigate, a road that ensures success.