When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.
Reinforce the change with good and bad consequences as warranted.
BY DOING THIS
– Get leaders to set consequences of changing and not changing.
– Monitor compliance.
– Make it easy for leaders to reward or reprimand people’s actions and behaviours.
It doesn't take long for people to revert to pre-change ways of working once the excitement of go-live fades and the project team disbands; the familiarity and comfort of past routines and behaviours is a greater motivator than the benefits gained from change. For many, consequences, both good and bad, are necessary to keep them on track. Being clear on what they are (e.g., good: leader praise, high performance rating; bad: leader feedback, low performance rating). Before launching the change, set expectations for everyone (including leaders).
Typically, people will test a leader’s resolve to enforce change by keeping one or two old practices. They will take on even more of them if they aren’t noticed or if there are no negative consequences. Before long, the continuity of new processes is lost. Quickly issuing consequences, both good and bad, will confirm that leaders are serious about the change and the need to support it.
CONSEQUENCE SELECTION TOOL (check all the consequences that apply to your situation): What consequences will leaders support for good and bad behaviour?
Be clear on the consequences of supporting and not supporting the change before go-live so there are no surprises.
The Change on the Run: 44 Ways to Survive Workplace Uncertainty book is now available. Go to http://www.changeontherun.com or your favourite bookseller for more details.
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