One of the core attributes of great leaders is their ability to make change. Sometimes the decision to make change is a matter of survival. In other cases, the benefits of the change may not be immediately realized. For instance, consider the journey many companies undergo in implementing safety measures. Many organizations quickly understood the importance of driving a culture of safety. Others required some motivation — often in the form of accidents or simply the rising costs of being unsafe. Even today, some firms are still reluctant to put the energy into life safety, knowing full well it isn’t going away.
Imagine those firms that chose to be early adopters in the safety journey. Implementation was likely met with resistance. “That won’t work here.” “We will lose productivity.” “Our costs will go up.” While the journey may have been arduous, the successful leaders of this initiative — or any form of change management — were forced to think clearly about their strategies and tactics to achieve the ultimate goal.
A positive safety culture, improved productivity, a new market or even a new technology may be the right decision, but the implementation will encounter its fair share of roadblocks. Recognition and mitigation of these impediments should become priorities to ensure your team’s long-term success.
- Misunderstanding the goal — Any change-management process has to recognize that the journey is much more powerful than the destination. For example, as companies work to implement a true operational playbook, is the aim simply a book? Or is the real endgame about addressing deteriorating margins? Are you writing a book or creating a culture of change? The book is a guide, and it will collect dust if the underlying behaviors are inadequately addressed.
- Failing to understand the role of the “success assassins” — Every organization has key stakeholders who associates view as their leaders, whether formally or informally. Failing to gain their buy-in means more than simply an individual not following the system: “If they aren’t doing it, neither am I.” The worst kind of assassin is the two-faced variety — they will agree with an initiative but work behind the scenes to impede success. To borrow a famous phrase from the movie “Gladiator”: “Win them and you create successful implementation” (or something about crowds and freedom, but this phrase has the same intent … ).
- Failing to have senior leader sponsorship and “cheerleading” — All change management requires senior leaders to live and breathe it. A lack of true commitment, or even the belief that change will happen without follow-through or action, will doom any change. Individuals who are on the proverbial fence will see this as evidence that no one is truly committed, and view this endeavor as the flavor of the month. Leaders within the organization must be the “chief cheerleaders in charge.”
- Failing to determine root causes and jumping straight to the solution — It is easy to jump to conclusions about performance issues. For instance, there are leaders who think training will solve their need to train people. This will solve the safety issues, productivity issues, client management issues, etc. It is critical to not jump to the “easy button”. A quick training session may create awareness, but with no follow-through or action, it may even do more damage by teasing real change only to provide a weak facsimile or piece of a solution. Furthermore, are you treating a symptom or the deeper issue at hand?
- Trying to accomplish too much, too quickly — Rome wasn’t built in a day, and neither was a successful safety culture, operational superiority or software integration. Once again, failing to recognize that true change management is more about changing behaviors is a critical error. You cannot fast-track change, and overloading a team is the equivalent of redlining an engine: It only frustrates people. Having small victories creates momentum and invigorates the team. Changing everything simultaneously has a very low rate of success. Don’t do everything, everywhere, all at once.
- Failing to utilize beta testing to get it right — Rolling out change is also as much of an art as it is a science. The role of the beta test is twofold. First, as good as any solution might be, there will be necessary tweaks and changes. Before a half-baked process is rolled out to the masses, edits can be finalized and further refinements made based on the feedback of these control teams. Second, and probably most importantly, is the creation of evangelists. Having the right team members test drive the system or process helps illustrate the benefits to potential nonbelievers. There is something to be said about hearing from a peer about how the new change provided a benefit. Hearing the CEO extol its virtues is like a child hearing the same factual information from a parent. It’s amazing what kids will pick up on the playground from a friend — and although it’s the same thing the parent said, it somehow then becomes gospel.
- Failing to have cross-team participation — The people who will use the tools and processes should create the tools and processes. Firms often make the mistake of having IT select the new software, or asking the safety department to create a safety program in a vacuum. Successful implementation requires practitioners to put their fingerprints all over the solution. If you are implementing a preconstruction process, then estimators, managers and supervisors should have a critical voice in its development. If you are implementing a new project management software, you better have the project managers involved. Without it, you’ll end up with a hefty price tag on a tool no one uses.
- Forgetting that measurement matters — How will you know if the change is working? How will you know if team members are using the new system, process, tool, etc.? If you are profitable, is that enough to demonstrate success? Even with a new playbook, success is only achieved through measurement. These measurements provide an accountability tool. For instance, what are the right behaviors to drive success? Once again, the book is not the endgame but rather the establishment of a new ecosystem or behavioral mindset.
Although this is a thorough list, be prepared for obstacles. Even the most energized change-management teams will experience roadblocks. How often do you hear, “we need a Brand X way of doing things,” only to realize that it comes with the caveat “as long as it is my way”? Entering any initiative with eyes wide open is critical to sustaining long-term success.
