Easy Change May Be Only a Workplace Dream

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Easy change

Easy Change May Be Only a Workplace Dream

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Are you expecting an easy change? Are your expectations realistic? What is the biggest challenge?

People are always trying to create buy-in for their point of view or path. They often view their way as the best, the only, and of course, obviously, the correct path.

Being Correct

We see it in politics. One side has a set of values and beliefs, the other side differs.

Businesses spend precious hours debating change.

There are even two sides to probable outcomes from a debate.

One side suggests that a lack of debate leads to complacency, so we must debate. The other side suggests that debates only create winners and losers so be cautious of your approach to entertaining debates among teams.

Who is correct?

Easy Change

The CEO often urges middle management, “Go get buy-in for this change!” How do you create buy-in? Do you tell people what to think?

Leadership may mean telling a story. Bringing the situation to life. Allowing for reflection which promotes experiential learning. This act of telling can be very compelling.

Did someone say it was easy?

Certainly, it depends somewhat on the circumstances. We have a lot of small scale change each day. So small it probably goes unnoticed. It’s the big changes that throw up flags.

Getting buy-in for change often starts with belief. It may be the belief that it is necessary. The belief that it will make things better. In nearly all cases, the best belief is that it will work.

Change gets easier when the path is clearer. The path to any great accomplishment starts with belief.

The hardest part of change may be changing minds.


Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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