This is an awesome question about change from an HR Bartender reader –
I’m coming into a department that has had an enormous amount of turnover and lack of consistency. Even though change is in order, I don’t want to change too much too quickly. Interested in knowing your perspective on finding balance.
I can completely relate to this. Several times in my career, I’ve been brought in to make change happen. And how those 
changes are implemented really defines you as a manager and leader.
While I don’t have any specifics from the reader on the kinds of changes needed, there is one thing I’ve learned when it comes to implementing change. For me, the key is getting buy-in. Not just buy-in from senior leadership, but also from my peers and employees. This is especially true when the changes could be perceived as unpleasant.
To show you what I mean, here’s an example from a volunteer board I was part of years ago:
Every year, the board had to form a nominating committee to elect incoming officers. One year, the chair of the committee – let’s call him Bob – decided to change the process. Bob doesn’t get any buy-in from the rest of the committee, who proceeded to get upset about the changes. Bob’s committee started sharing their thoughts about what Bob was doing with the rest of the board. The board then votes to formalize the nominating committee process, hence overruling the changes announced by Bob.
Were Bob’s ideas bad or wrong? We’ll never really know. We do know that the way Bob decided to create change was considered disruptive by the group. And the group took action to stop it.
So getting buy-in can help solicit support for your ideas. If challenges develop while implementing a change, then you know you have people who agreed to the plan. The process of soliciting buy-in can also give you some insight where people might be apprehensive about your proposed idea.
There is a downside to getting buy-in: it can take time. Sometimes a lot of time. In fact depending upon the situation, it can seem like a waste of time. Which I think is why some people don’t do it. I have to say I’ve never found getting buy-in to be a waste.
What is a waste is not taking advantage of opportunities to build relationships with people in your organization who you know, at some point, you will have to get buy-in from. You would be amazed how much easier those buy-in conversations go when you have shared some prior experiences or discussions.
Let me toss it out to you guys. When you’re faced with creating change, what do you do?
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The Lamb says
I agree buy-in in important, at the beginning and during change. In my opinion successful change management also has a lot to do with keeping positive and being transparent – letting everyone know how change is going, and celebrating milestones together.
Tessa Schmidt says
Buy-in is crucial, I agree. I have learned that doesn’t necessarily mean 100% buy-in. Depending on the group, you may never have everyone on board for various reasons. That can’t always stop you, it does take more time attempting to learn more about the resistance. I have run into people who resist any change, even change they have indicated they want! If you’ve done due diligence learning about the resistance and addressing concerns, a change in that role may be appropriate, as might be a delay in implementing the change. Bottom line is a post evaluation to gain lessons learned for next time. I have not mastered the art of implementing change and I do learn more every time. In fact, I learn in-process now and can make adjustments along the way.
Sharlyn Lauby says
@The Lamb – Good point about being transparent and keeping people informed. I’d add keeping the message real. Even the best ideas have speed-bumps along the way. Thanks for the comment!
@Tessa – Thanks for sharing. Agreed. It might not be possible to have 100% agreement. In my experience, I’ve had people who didn’t like an idea support it, just because they were given the chance to weigh-in prior to implementation.
Jessica Chaikowsky says
Although tempting to skip ‘buy-in’, I agree, Sharlyn that it pays off in the end. Learning to adapt our styles, and our messages to the needs of stakeholders takes time and practice. And waiting for everyone to weigh-in and contribute can take ages. But getting commitment rather than just compliance for things you need long-term support for gets good return.
That said, I also agree with Tessa. It can be challenging. And sometimes it just doesn’t make sense. Compliance can be good enough.
In the end, as long as we sit back, and make a well thought-through decision on where we need to end up and how best to get there, it’s a good thing!
Sharlyn Lauby says
Very well said, Jessica. Thanks for the comment!
Ron says
There will be always people resisting to change. What is wrong is not being prepared to back up the change we want to implement. As a person wanting change, one must accept the challenge and time that will go with it.
Lisa Jackson says
LOL, this was helpful information…but it shows how much people (like me) initially pay attention. I thought it was an article about how to get more “buy-backs” when getting change from bartenders.
How do you like them appletinis?
Cheers!
Sharlyn Lauby says
Lisa – Thanks for the comment. This brought a smile to my face!