by Tim CreaseyChanges ultimately come to life through the individuals who have to do their jobs differently as a result of a project or initiative. Whether the project involves a process impacting 15 people, a new technology impacting 150 or a transformation impacting 15,000, the success of the project is inextricably linked to the success of each of those individuals. Did they get on board, or did they stay on the shore?
To help visually depict this, imagine two ships: one where the people side was managed effectively, and one where it was not. In both cases, a beautiful ship was constructed, and it now needs a full working crew. However, one ship was left isolated and empty while the other ship was full of life and people who "got on board." Below are the types of things you might hear from a project leader in each situation.
Think about the projects and initiatives you've supported -
have they been more like the comments on the left or the comments on the right?
| The Empty Ship | The Full Ship |
| We thought we could just tell people to do it |
We made a compelling case for why the change was needed |
| We designed the perfect solution (process, technology, etc.) |
We spent as much time managing people through the transition as we did developing the "right" answer |
| Things were so bad before, we thought they would just jump on board |
We recognized that the desire to change is a personal choice |
| Our executives signed the check, signed the charter and then moved on |
Our senior leaders were active and visible sponsors throughout the project |
| We just expected that middle managers would be on board and figure out what to do | We engaged middle managers as change leaders and as critical feedback channels |
| We told people what would happen to them if they didn’t comply |
We anticipated resistance and worked to proactively address objections and concerns |
| We communicated project timelines, milestones, progress and design details | We communicated the messages people wanted to hear – why the change was needed, how it aligned with the business direction and the "what's in it for me" or WIIFM |
| We ignored the people side of change | We applied effective change management |
|
|
|
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.
