Hang on this could take me a while- just not sure I feel like writing this…
It really took me a long time to get back to this particular post.
Have you seen this kind of change?
It happens when there is no energy- for the change certainly, in the organization likely.
Looking at these scenarios with external eyes I see many, many reasons why it happens. The more reasons the bigger the pile of excuses becomes. Those excuses rise up and down the organization- no one is immune to the grumbling.
The two root causes for this are poor strategy and lack of change management integration.
As with all change you can address the root causes (an initiative in itself) or you can put some band-aids on the symptoms.
Surprise, here are some patching-the-wounds- suggestions for Lethargic Change (you have to feel good before you can beat lethargy):
- Eliminate some change
- Consolidate change
- Re-label
- Leaders tactically engage
- Change a structural component
Eliminate some change
Too many things on a plate can make you tired (adding to the metaphor- both looking at the pile and suffering from the consumption afterwards). In one organization I worked with they had 25 different change approaches to cover well over 50 change drives (project, program and initiative). Many of them were global, cross functional and to some extent transforming (only a couple were truly transformational).
I am tired just rethinking the scenario and I wasn’t even a stakeholder.
Get rid of some of that stuff. Stop relying on a “sense of urgency” to somehow graft extra hands onto your slim set of resources. Use those resources wisely. Wise use of resources can heal lethargy.
Consolidate change
Get rid of some change and then bunch together under fewer names. Or just bunch together under fewer names- you will find lots of replication. You could, of course, have avoided this obvious after the fact salve by strategizing about change before you started all these change drives.
The success of big change has a lot to do with how the message and the work is packaged. Context is king. Individuals must know how things fit together. They must know where their puzzle piece slots in. When executives understand that and communicate their understanding there is energy (the opposite of lethargy).
Your symptom fix then is to start illustrating you see and value context. If you see context then you understand how people fit into strategy. You will be rewarded as a leader with participation.
Re-label
Much like consolidation re-labeling can alleviate the confusion that can cause Lethargic Change.
If you intend to call much the same thing by a different name being ready to admit mistakes and failures is a good idea. Humility is prince (although humility is always “kingly”…). Never be afraid to fess up. You will be fine if you are human about it.
Re-labeling should be a signal that you see what happened, you see the wounds and you would like to slowly repair the damage. A new name, just like January first (which is no different than any other day,) can be permission for a new start.
Leaders tactically engage
If everyone else is running around crazy, in all likelihood the same is true of the leaders. (If not then you have a completely different problem on your hands- hint: trust). Slow down. Eliminate some of the clutter. Focus on less change.
And focus more intently by engaging with your stakeholders. Increase your presence. Do some real work of your own to support one of the change drives. Show that you too understand your place in context to the whole.
People like that. People respond to that. Lethargy does not match well with engagement.
Change a structural component
Before or after any of the other suggestions do something big that really makes a difference. Institute a change that does not require a long process. Tweak the performance system. Change some reporting connection (in a positive way of course). Get rid of a committee (PS do not add anything, streamline, why overwhelm more?).
Structure is the most common reason for change failure, from project to initiative. No it is not individuals. Do something to structure, call it out and make the change work. After the long “thank you” sighs you will have participation.
