The Leaders Vault

Frequently, leaders confront the same dilemma when making a change. We evaluate the internal structure, study new options, and explore uncharted territory. Finally, we craft our new plan. We roll out the new plan with fanfare and pride, sit back to watch the magic happen and then . . . Pffft. The flash we hoped for ends up to be nothing more than a disappointing fizzle. Despite the hours, dollars, and emotion we put into new ideas, things don’t always work out the way we had desired. What’s gone wrong? Was the change itself a bad idea, or just a good idea gone wrong?

Before you go back to square one, study the seven myths that can make any change into an uphill battle. If you recognize them before you start with a new strategy, you'll give your plan the chance to develop across a flat plain. If you’re already halfway through the process, take a look and see where you lost your footing. It might not be too late to recover that lost ground.

Myth 1: It's really not that much of a change. Leaders get tricked by this myth for three reasons. First, they may have considered the change for so long that they are too comfortable with it. The novelty has worn off and the familiarity of the idea overshadows its difficulty. Second, leaders may be acclimated to change and aren’t as threatened by it as some others. Third, because leaders are not personally impacted by the change in the same way front-line employees are, they don’t feel any real losses.

The bottom line is this: Don’t downplay the impact of any change. Even seemingly minor changes can affect group dynamics, scheduling, and other concerns like child care, car-pooling, and so forth. For these reasons, change can create an upswell of negative emotions in those affected. And don't forget the ripple effect. A change in one area often affects others.

Action: Get people to participate in the planning and implementation process. It will help you understand the impacts you hadn’t though of and will smooth the path toward success. Typically, the sooner you can involve others, the better.

Myth 2: Change isn’t personal. Managers like this myth because it allows them to see things in black and white. They are working for the bottom line and any changes are “just business.” Keep in mind, ALL change is personal. Employees who have to report to new managers, move offices, lose responsibilities, change hours, learn new systems, or even [lose their jobs~get fired~get laid off} are going to feel the impact of change at a personal level. If you want people to invest personally in their work, you have to accept that their work is personal to them.

Action: Listen to employees’ worries and don’t tell them how they should feel about the change. Honor the contributions they have made in the past and show them how they will grow into their new roles. Help them succeed with the right tools, whether it be new training or just extra time to find new comfort zones.

Myth 3: Employee involvement is optional. This myth is a little tricky because you don't have to involve employees in planning change. That is, if you aren't concerned with the outcome. There is no doubt that finding time for communication is hard for a busy and stressed decision maker. The hours it takes to expose an idea to critique and input is not only costly, it’s frustrating. This is one of the prices of being an effective leader. People are much quicker to support changes that they have ownership in developing. If you make your team a part of the process, it pays off down the road in fewer costs and delays in the implementation. It can even change failure into success.

Action: Face the music and plan constructive ways to gather employee input before the process is too far down the road for their input to have value. This is leadership in action and it pays off in employee trust, energy, and commitment.

Myth 4: Our employees are smart enough to figure it out. This myth is the lazy version of Myth 3. If they weren't part of the input, surely they don't need the change explained to them. People who know what to do, don’t really need guidance, right? Decision makers have engaged in dialogue about the change. The employees might be smart enough to guess on their own, but why not give the information clearly and set their minds at ease? If you want to keep smart employees, then keep your employees smart. Treat their minds with respect.

Action: Plan to present the change, lay out the reasoning and explain the decision. Invite employees to invest in the success of the change and continue to talk about the change during and after the initial implementation.

Myth 5: We will figure it out as we go. It is true that many things must be figured out along the way, but the costs are very high for both the organization and the individuals. The usual excuse is that “we'll lose the opportunity if we don't act now.” However, figuring it out as you go means creativity and lots of time wasted on non-strategic goals. The lack of a plan means rework and frustration.

Action: Make an inclusive plan. It will save you and your company both money and headaches.

Myth 6: They are employees. They should do what they're told. Keep in mind that it is human nature to fight change, even great changes. People fear decreased power, loss of confidence and even failure. They dread the unpredictable negative impacts. Although people are being paid to do their job, they will be much more effective if their leaders help them adjust to change.

Action: Knowing that dictating a change doesn't mean it will be supported. Expect hesitation and gain information from it. Many of the answers to challenges emerge from those who are most resistant.

Myth 7: My leader knows why I am doing this. This is the myth that sneaks up when you're not looking. Managers have many things on their minds, many conversations in a day, and must react constantly to shifting realities. Just because you had an agreement one day doesn’t mean that the boss will remember and support you later when the change is actually implemented or when problems come up.

Action: Besides your initial talks to win support for the change, keep at it with emails or print-outs that detail its benefits. Keep your managers up to date on the progress of the change. Ask for advice when you need it.

These seven myths about change are often used to force quick changes in an effort to avoid the inconvenience of gathering “unnecessary” employee input. It takes real courage to slow down enough to change things in a productive way, but the benefits in credibility, customer relationships, employee morale and productivity far outweigh the costs. Remove the myths from your thought processes and create a path through change that everyone can navigate, a road that ensures success.