How can you get your employees and customers excited about change?

There are 3 kinds of change - (a) changes driven by external factors (eg- regulatory compliance) (b) change driven by internal efficiency initiatives (eg- automation) (c) transformation of the whole process (eg- changing the operating model of business process). The amount of communication required with stakeholders is a < b < c. While #a is more about compliance and acceptance you don’t face any resistance. For efficiency initiatives, cost/FTE save becomes internal motivation but need to be explained to customers wrt the positive impact. Transformation change requires a mindset change. It requires people to be open and challenge the status-quo, constantly finding more effective way of doing business. And hence require a lot of workshops.

Internal marketing is key here! When the team knows 'why', it results in two functions 1. They're find the drive to embrace the change 2. They may have a perspective that could add value. End of the day, it is a team effort.

I agree, but communicating the ‘what’s in it for me (WIFM) is really important too. In my experience people want to understand how the change will impact them, and if they engage with the change what they are going to achieve by doing this.

Typically, organisations make a conscious effort to explain the rationale behind changes. However, the emphasis is often on explaining it from a corporate perspective. Diverging from this, what's really needed is to translate this 'why' into personal implications for every stakeholder involved. For example, whilst introducing a new system might mean greater efficiency for the company, it might translate into less administrative work for an employee. Creating personalised communication that talks to each role's implications during change, instead of a blanket statement, can create a deeper sense of understanding and acceptance amongst stakeholders.

I challenge managers, leaders, and change practitioners to answer a better question: How do we ALL get excited about what's on the OTHER SIDE of change? There is too much evidence not to embrace the fact that people rarely get excited about change - it triggers fears, insecurities, & other difficult emotions. We must stop trying to "manage" stakeholders or sugar-coat reality and get honest with ourselves & others about problems & opportunities we face as a company/business unit/team, & what will happen if we keep going as is. We need to focus on the aim on other side of change & how that directly addresses problems we currently face. And, if those arguments cannot be made well, we need to look in the mirror & ask why we're driving change.

To further involve employees and customers in the change process, IT leaders can establish cross-functional teams or focus groups that represent diverse perspectives. Encourage open dialogue and collaboration among team members to generate innovative ideas and solutions. Provide training and resources to empower employees to adapt to the change successfully. Additionally, create a feedback loop where continuous input and progress updates are shared, ensuring everyone feels connected and informed throughout the transformation journey. Recognize and reward individuals who actively contribute to the change, reinforcing a culture of engagement and enthusiasm.

It's important to note that consistent and regular follow ups and progress sharing (good and bad updates) are also important which allow impacted teams to continue to be engaged and feel empowered. It is an E2E process.

Any change cannot be effected if the stakeholders are not onboard. And when I say onboard it means the complete process of knowledge of the present and desired state, understanding the process, accepting the need, knowing their respective part in the process, having ownership of their charter & the process on the whole and realising the benefit of the change. With all this, involving the stakeholders would not be difficult.

Involving people in the process of change is well-understood, but the approach typically remains top-down. What if we turned this on its head and applied a bottom-up approach? Encourage employees to form 'Change Agent Teams' who actively participate in brainstorming, implementing and disseminating the change process. These teams can become the 'champions of change' within their respective circles, subtly nurturing acceptance and enthusiasm from within.

And get them involved in meaningful ways. Too often, leaders want to get their colleagues involved in ways that they won't fail...."Give 'em something easy to work on to get their feet wet." Your associates will notice that you're sandbagging them, in a manner of speaking. Rather than creating excitement, you'll be engendering apathy. Involve them in important aspects of the change. And don't limit that involvement to just the "experts". Get everybody involved.

🚀 Embrace Change: Communicate, Involve, Celebrate! 💪🌟 To get employees and customers excited about change: ⭕ Communicate the "why" with clear and compelling messages that appeal to emotions and logic. Avoid jargon and vague statements. ⭕ Involve stakeholders for trust and commitment. Ask for input and feedback. ⭕ Provide support and guidance. Offer resources, training, and coaching. ⭕ Celebrate milestones and successes. Inspire continuous engagement. ⭕ Solicit feedback for improvement. Foster a culture of learning and collaboration. ⭕ Share the vision and future for long-term benefits. Prepare for growth. Cater to individuals who prefer incremental improvements. Embrace change with effective strategies for a positive experience. 🌟💪

In addition to offering conventional methods of support like training, think of creating an internal 'Change Mentorship Program'. Employees who've successfully navigated similar changes in the past can be paired with those currently experiencing it, offering a much more empathetic, peer-to-peer guidance system. This not only helps in better handling of the transition but also cultivates a culture of camaraderie and support.

In addition to providing support and guidance, IT leaders can foster a culture of continuous learning and development. Encourage employees and customers to embrace change as an opportunity for growth and skill enhancement. Offer workshops, webinars, or access to online resources that focus on building relevant competencies for the new environment. Facilitate peer-to-peer learning and knowledge sharing to create a supportive community during the transition. Furthermore, celebrate small wins and milestones along the way. Recognize individuals and teams for their progress and achievements, reinforcing a positive atmosphere and motivating others to stay engaged. Showcase success stories and testimonials to inspire confidence and momentum.

The most important resource you can provide is your own time and attention. Your associates notice what you pay attention to and what you don't. The world is littered with change initiatives that failed because leaders announced them with great fanfare...and then disappeared. I once helped a company establish process improvement teams. I told leadership that it was essential that each of them talk with each of the team members about the initiative, it's goals, and the team members' roles in helping to achieve those goals. With one or two exceptions, leadership didn't follow through. A clear message was sent to the team members that leadership didn't really think that the initiative was all that important. Don't be that leader.

In addition to celebrating milestones and achievements, IT leaders can create recognition programs that highlight exemplary contributions to the change. Implement peer-to-peer recognition platforms where employees and customers can acknowledge each other's efforts. Organize special events or virtual gatherings to commemorate significant progress and share success stories. Foster a culture of appreciation by publicly acknowledging individuals and teams in company-wide communications. By promoting a culture of recognition and celebration, IT leaders can cultivate a sense of pride and camaraderie, further fueling excitement and support for the organizational change.

Celebrations are typically seen as an after-effect of a change well implemented. Instead, let's view them as an integral part of the change process. Introduce 'Change Milestones' - a series of planned celebrations throughout the change journey, not just at the end. These could include recognising the completion of each phase, the best idea suggested, or the best change agent team in action. It makes the journey enjoyable and infuses the process with a sense of accomplishment, fostering a positive attitude towards change.

See all those suggestions to the left about how wins can be celebrated? In each case, senior leadership must be directly involved. As a senior leader, YOU need to celebrate the milestones, YOU need to share the stories, YOU need to reward the behaviors and actions, YOU need to celebrate the teams and individuals. It's that simple. And that difficult.

IT leaders can implement regular surveys and feedback mechanisms to gather input from employees and customers. Encourage open discussions during team meetings or town halls, providing a safe space for sharing ideas and concerns. Establish collaborative forums or online platforms where stakeholders can participate in continuous improvement discussions. Actively respond to feedback and communicate the actions taken to address suggestions. By valuing their input and involving them in shaping the change, IT leaders can instill a sense of ownership and commitment, leading to increased excitement and support for the organizational change.

"...solicit feedback and improvement. " That means conversation. Lots of it. Initiated by managers and senior leaders. Don't tell associates, "My door is always open." They don't believe you. Instead, walk through that "open door" out to other offices and the shop floor and start conversations. At first, it will make everyone nervous because they're not accustomed to have senior leaders start conversations unless they want something. Or something is wrong. But keep at it and your associates will eventually be candid with you about what they see, hear, and feel about the change initiative.

IT leaders can organize visioning workshops or strategy sessions involving key stakeholders. Use visual aids, such as infographics or videos, to depict the future state and the organization's strategic direction. Provide regular updates on progress towards the vision, showcasing milestones achieved. Engage employees and customers in discussions about how the change connects with their personal and professional goals. Encourage them to envision their roles in the future state, fostering a sense of ownership and excitement for the journey ahead. By involving stakeholders in envisioning the future, IT leaders can create a shared sense of purpose and commitment to the organizational change.

"Change is opportunity" The same situation keeps things the same. If they want to grow then it's often beneficial for them to view change as opportunity.

There are some great comments in this article. I would also add that it's unrealistic to think that everyone will get excited by change. You will always have those that are more conservative and will prefer incremental or continuous improvement types of changes over big shifts. They are very unlikely to get excited about that big technology implementation or restructure of the organization. So make sure that we are designing our change process for those individuals needs as well who aren't easily convinced of the need for large scale transformation.

Offer incentives. Consider providing incentives or rewards to employees and customers who embrace and actively participate in the change. Positive reinforcement can encourage them to be more receptive to the new initiatives.