Talking to two very different people this past few weeks, I was surprised to see how much their conversations had in common. The first was Elayne, a manager in a manufacturing facility, who dreaded making a change in her HR department.
“I don’t know how to update our employee timesheet system,” she said. “I mean, I know I can just substitute the old email templates for the new online reporting system. But how do you deal with the resistance ? Some people just won’t do it, and I’ll have to chase them down and have one-on-one begging sessions with them.”
The other was Darren, a father of four. “I wish I could improve weekends around our house,” he said. “The kids are doing a million different activities, and my wife and I spend time chauffeuring them around. Personal time to go to the gym is out of the question.”
I told them the “recipe” I had developed for making a change, whether personal or organizational:
- Get clear on what the change is, i.e., what needs to stop happening and what needs to start happening. Be sure to include timing, such as “a by-when date” or a recurring day like Saturdays.
- Schedule a time to meet with the key players – people who will be affected by the change – such as the different groups of employees, or the wife and kids.
- Have one or more discussions to clarify the change, and make a list (maybe on a flip chart?) of all the negatives – problems and challenges, sometimes called “resistance” – and all the positives: solutions, opportunities, and benefits. Allow “counteroffers” and “bargaining” on some points.
- Revise the definition of the change, including the timeline for implementing it, in a way that recognizes the input received from all those key players.
- Review the newly updated plan with the key players and establish agreement about what will be implemented, and how, when, and by whom each element will be done.
Elayne held four meetings – one with all the plant managers and supervisors, and three others with groups of employees who had been there more than 5 years. “It was actually kind of fun, with the guys teasing each other about revealing their overtime statistics. And we didn’t need second meetings: I just took the results of all the meetings and summarized them, then emailed everyone the link for our new timesheet and the date to start using it. We got 89% on-time submissions the first time around -amazing!”
Darren told me, “Our first meeting was noisy, but I wrote down the 4 problems and the 2 “good ideas” they offered. The second meeting was a week later, after they had time to think about it and talk it over with each other and with friends. We created a workable solution that included a car-pool arrangement with some of their friends’ parents and a change to my daughter’s dance-class schedule. I’m starting my new Saturday gym program a week from tomorrow. And my wife will be joining a Sunday afternoon book club. Peace reigns.”
Simple? Yes. Easy? Not necessarily. It takes willingness to practice The Four Conversations in the sequence above: (1) Initiative – have it well formulated before delivering it; (2) Request + Promise = Agreement on when to meet and discuss the proposed change. (3) Understanding – a dialogue to identify problems and benefits, along with what will be done and by whom; (4) Update the change statement using the language and ideas obtained from key players; and (5) Meet again to create an agreement for implementation that includes Who does What by When.
It may not be easy, but it can be done.