21 July 2008
Survey finds 3 key elements for successful change
Employees are willing to be convinced, not dragged kicking and screaming.
Business leaders admit that winning employee hearts and minds is still the most difficult aspect of delivering change within organizations, according to a recent report, A change for the better.
Winning employee hearts and minds is still the most difficult aspect of delivering change within organizations.
Celerant Consulting has sponsored an Economist Intelligence Unit report, which concludes that effective communication and employee engagement are the most important factors in implementing change successfully.
Why another change report?
The Hub caught up with Charles Carr, Celerant’s director of corporate affairs. We asked him why Celerant sponsored the report – isn't there a lot of information around on change already?
He says Celerant wants to understand exactly how organizations are responding to the worsening economic conditions and what role change programs are playing in the search for greater efficiencies.
“We help companies change and improve on a global basis, so the results provide a valuable insight to the different reactions around the world, as well as differing sectors’ motivations and successes when it comes to such initiatives,” Carr says.
Surprise in store
Celerant is surprised to find a high proportion of change programs failing. “This exposes fundamental problems in how change programs are executed and even raises doubts over the need for some of them,” Carr says.
Despite high failure levels, companies seem committed to launching more change programs in response to the credit crunch.
Despite high failure levels, companies seem committed to launching more change programs in response to the credit crunch.
“As individual companies intend to spend millions of dollars on new change initiatives, I hope our survey makes them think about what they need to do to ensure this money is well spent.”
Evaluate the case for change
Carr believes organizations need to evaluate the case for each and every change program and ensure planned changes are measurable and sustainable.
“Failure often comes as companies struggle with people issues – the most frequently cited barrier to success is winning over the hearts and minds of employees at all levels,” he says.
The survey found 3 key elements for a successful change program:
- The best leaders are not those who dictate their plans, but those who bring vision and inspire people with a sense of urgency.
- These programs need to be effectively planned and signposted with key milestones to guide progress.
- Effective communication is essential as people need to guided along the journey the company is making.
Communication – a critical success factor
The report cites communication as a leading cause of successful change. We asked Carr what messages he has for internal communication professionals.
The upside of the current credit crunch is to provide the required 'burning platform' to facilitate change.
“Firstly, I think this survey provides the empirical evidence for communicators to use with their senior managers – to ensure they're fully involved with any change program from the outset,” he responds.
“Only then will its aims, logistics and anticipated results be clearly communicated to all levels of the company.”
Approach change with caution
Carr acknowledges that employees will naturally be cautious if large changes to their day-to-day work are planned. “If this tranche of work is carried out without much forewarning or education, you risk alienating staff,” he says.
Internal communication is one of the best tools with which to ensure employees buy into the program early to embrace change.
Winning hearts and minds
“Secondly, winning people over is much easier when there’s a clear reason for change,” Carr adds.
“For communicators, the upside of the current credit crunch and resultant economic downturn is to provide the required ‘burning platform’ to facilitate change.”
Carr urges professionals to communicate the need to change clearly. “People will embrace it more readily, particularly when survival is on the line! At other times, it's much more difficult to convince employees to accept change, or even inspire them to embrace it.”
Competitive advantage
The report concludes, “Amid the constantly shifting challenges of the modern business environment, an ability to manage change effectively gives great competitive advantage.”
Business relies on human effort – people with views and feelings – working in a cultural context. It seems companies are devoting sufficient money to creating change. “But too often find it hard to win over their people. Employees are willing to be convinced, not dragged kicking and screaming.”
Have your say
Are you called in early enough in your organization’s change initiatives to give advice and help increase the likelihood of successful implementation?
How many failures have you experienced? What are your tips for other communication professionals to get in earlier? Could it be that internal communication still doesn’t have “a seat at the table” or is this situation changing with the current business downturn?
Discuss these issues with other comms practitioners by joining the Internal Comms Hub members' group on the Communicators' Network.
Other recommendations:
Qantas leaked memo: 1,500 jobs to go
Melcrum report: Communicating during economic downturn
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