You’ve seen the headlines, as one notable man after another has a disgraceful fall from power after many women have bravely come forward with their stories. Beyond the scandals involving Weinstein, Lauer, Moonves, and hundreds of other high profile individuals, today’s workplace environment has seen a significant surge in focus and awareness of sexual harassment. The effects of the #MeToo movement and the Time’s Up Initiative have sparked hundreds of accusations against (mostly) men in power. According to a CNN/Time Survey, 70% of Americans classify sexual harassment as a “very serious problem” compared to 1998 when only 36% of Americans did.
In our first blog post about Change Leadership, we talked about the hallmark of a great change leader as being able to navigate complex organizations, understanding what makes people tick and using that knowledge to inspire and motivate change.
Well, no matter how good you are at doing that, if all your employees are hearing is “blah, blah, blah,” they won’t get the vision for the change, grasp what success looks like for the company, nor understand what’s in it for them, how it affects them and how they can help make it happen.
The best trick is to figure out how to strike the right balance between the serious nature of the change and conveying the details of all noted above, while avoiding corporate speak, high-level platitudes and the 'blah, blah, blah' of many change initiatives.
Another important thing to remember is that employees are people, and people like to laugh and have fun — and pay attention more when they do. I know I do! Here are some suggestions I've used on many of my change projects for making change more fun when possible. However, I would love to expand this with suggestions from all of YOU! Chime in to the comments below and share your tactics for overcoming the blah.
More often than not, change initiatives fail. In fact, the brutal truth is that over 70% of change initiatives fail because they focus solely on rational aspects such as systems, processes and skills. Leaders often neglect to address the human elements that accompany major transitions, including the different emotional journeys people experience, multiple vested interests that are often present, and a whole diversity of perspectives on, and reactions to, any particular change.