Why changes fail

One of the most persistent misconceptions of managers at all hierarchy levels is that they can command people to change.

All the statements about “people: our most valued resource” end in the bin as soon as a rapid change is needed. The result: Almost all these enforced changes fail unless you replace the whole staff (which leads to quite a few risks on another side).

The simple yet sometimes inconvenient truth is that to change anything substantial in an organization, you have to make people WANT the change.

This is more difficult than just commanding the change, but it is the ONLY route to enduring transformation.

Look at yourself:

When are you motivated to change something in your life? The same parameters apply to other people, too. They ask these questions—often unconsciously—before embarking on any change.

1. Meaning and direction. Do I know the destination? Is it clear and transparent?
2. Trust and confidence. Are the leaders and my fellows trustworthy? Do I believe in their honesty and their competence?
3. Visible contribution. What is my visible contribution to the change? How important am I in this change? Do I see progress toward the goals and my personal stake in it?
4. Tools and competence. Am I equipped with the skills, processes, and tools to contribute effectively?

Before starting any substantial change, you MUST answer these questions, or you will fail.

Action: Select one of any current change initiatives in your organization and address these four dimensions.

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