The saying, “Most people like the idea of change. Very few like being changed,” rings true.
It is not uncommon for people to approach a strategic planning process or any kind of change management experience with skepticism.
If change is needed, but ‘very few like being changed,’ a leader is wise to begin by first asking questions that identify strengths, values, distinctive characteristics, special skills, and important histories.
When we start a change process by identifying what isn’t working, our performance gaps, our weaknesses, or threats from the outside, we end up spiraling into a cauldron of negativity and increased skepticism.
But, when we plainly communicate the following, we give ourselves and our teammates a chance to explore change from an open and more willing perspective:
“Change is hard – for almost everyone. That’s just a fact. So, to make it easier, we are going to start by identifying what we are going to keep – what we are going to protect. Those aspects of our organization or team that are special, that are working, that are strengths, and values we hold dear. Let’s start there and build on those.”
If you want people to buy into change, start by reminding them of what is already working.
