Are You Hungry For Change?

Recently I was driving to a local sandwich shop contemplating what I would order. While driving I was asking myself, “A half or a whole sub, how hungry am I?”

I’m one of those breakfast, lunch, and dinner people who eat at very close to the same time every day. I insist on it, I need it. On this day I was about an hour past my desired lunch break and I felt very hungry. I ordered a whole sub, and loved every bite.

Through my business I’m often asked to address specific change related issues through a speaking or training event, or sometimes I’m hired to coach people who are struggling with performance or having difficulty with change. In perhaps all of these cases, I ask myself, “Are they really hungry?” Change isn’t easy, and no one said it has to be, but it is much easier when the organization or individual team members are hungry (metaphorically) for change.

Creating Hunger

Sometimes client expectations require me to rally the employees, get them fired up, and get them all moving in the same direction, or in other scenarios they may want me to help the internal team members who are responsible for change learn how to create buy-in. Typically there are a few key points I use to create greater engagement and buy-in, making them a little bit hungrier for change.

1. Openly discuss the problem. While the team cannot continuously agonize over the problem or dwell on the forces that are now applying pressure, it is often more effective to start by selling the problem first, then the solution. Teams that agree on the general characteristics of the problem are much more excited about moving forward with a solution.
2. Agree on internal and external factors. Change often has more than one factor applying pressure to employee teams or organizations. There are often external factors such as technology, the economy, or changing government regulations and at the same time there can be internal factors such as leadership and vision, workforce preparedness, and even past performance failures. Openly recognizing and communicating on how these factors will be addressed adds comfort and builds trust.
3. Value and respect time. Change often requires trust, and change like trust takes time. Unfortunately not every employee will buy-in as quickly or easily when compared with others, and once buy-in has occurred not every employee will transition at the same pace. Sometimes a little patience in the early stages helps shorten the length of time required to successfully complete the transition.

Other approaches might work and in some cases additional effort will be required. A downsizing effort is much different from an expansion, economic recession may call for different tactics when compared with growth, and a new process or procedure will typically take individuals out of their comfort zones and will require time to move from discomfort back to comfort. Even workforce generations can be a special consideration for keeping people hungry throughout the transition.

Remember that change isn’t always easy, but that doesn’t mean it’s not necessary, desirable, and worth it.

Individuals or Teams

Most of this logic applies to personal change in much the same way that it applies to teams or entire organizations. Workplace change is a collaboration of effort typically requiring individuals to get on board and as acceptance grows the group unites in their effort. The amount of buy-in or engagement of the effort begins with each individual connecting their role and responsibility with the bigger picture, what I often describe as having a sense of purpose. When the problem and their purpose are clear, and the need for change is recognized (sell the problem not the solution), people will usually be hungry for change.

How hungry are you?

– DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and coach that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is the author of the newly released book, Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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