Summary

One of the most basic things we need to understand about change is that it is personal. People have to choose to change. External sources (people, events, etc.) can influence people to change; however, for true change to occur and be sustainable, each person must choose to change.

Understanding How Organizations Transform

The Personal Nature

One of the most basic things we need to understand about change is that it is personal. Organizations don’t transform if people don’t implement new methods and tools. External sources (people, events, etc.) can influence people to change; however, for true change to occur and be sustainable, each person must make the choice.

Experiences with Corporate Initiatives

Managing Change Programs

I spent decades in major corporations constantly implementing “change initiatives”. Some even had programs that included rewards and incentives to accept the change. One of my responsibilities became managing a program for my division. This included setting up training and communication meetings about what was happening. I was relatively new to this company and did not realize that programs were a constant. What occurred most often in the organization was the programs related to getting the organization redesigned. I soon realized that the program I was responsible for was not the only initiative being implemented. To make things worse, there were many programs already in place. So I had to ask why another change program and why this one?

Uncovering the Issues

The answer was that the others weren’t working, so they wanted to try something new that one of the executives had learned about at a retreat. Well, that made me step back and ask people in the organization, “Why did you not implement the other program(s)?” or, more basically, “Why aren’t things changing?” The answers were consistent and critical to success.

Reasons for Resistance

• The change wouldn’t make the employee’s job easier.
• The change was the “flavor of the month.” In other words, these programs were so frequent and unsustainable that no one bothered to implement them.
• They were too busy with the other 150 initiatives. (Yes, 150 were formally recognized in the company.)
• The change went against the company’s compensation and performance goals. If the employees implemented it, they would substantially reduce their bonuses.
• Their boss didn’t want the change to happen.
• The change wouldn’t last. The company always returned to the “way we’ve always done it.”

I could list a hundred more reasons, but you get the point. There was no personal motivation to engage because the organization would not truly change, or it wasn’t in the person’s self-interest.

The Key to Sustainable Transformation

Personal Motivation

For a person to engage in a change of behavior (and sustain it), they must have a personal stake in the change. Most people change in response to pain. If something is costing them time and money, they will look for a solution to save time and money. If a person has a desire, a goal, or a reason that is important to them, then they will engage in making a change.

The Role of WIIFM

Take away the WIIFM (what’s in it for me), and people will not change. In fact, they will resist change that does not benefit them because the status quo, the way things currently operate, is what’s best for them.

Driving Organizational Transformation

If you want your organization to transform, it must be personal. The new way has to benefit each person in some way. If you want your organization to thrive, your message, incentives, and WIIFM must be clear. The WIIFM tends to be:

• It makes my job easier and more efficient.
• The company saves money, which means the company has money for projects and things that translate into more profits and more money to pay salaries, wages, bonuses, and benefits.
• Generating more business produces more opportunities to advance and make more money.