Getting to the Why...
Simon Sinek shares eloquently about the fact that buy-in for an idea is embedded in understanding the "Why". I recently was counseling an individual that was struggling with her employer over increased demands and expectations. This interaction caused me to reflect on where the leadership misstepped in expressing themselves. The management team appeared tone-deaf and did not engender support for this otherwise new sound idea.
What the staff member could not relay to me was why this change was being made. It appeared heavy-handed and in the interest of management and not in interest of the end-user (the students). I am sure that you, like me, are thinking why did they not do a better job of presenting the value or justification? Change is hard and fills those being involved with stress. Is there a better way to present the change in processes? I bet you have already thought of how you would do it.
I would like to propose my idea and feel free to help me refine it. Setting the stage is stepping away from the idea that workers serve management or the more current idea that management serves workers. I propose a partnership. This partnership is based on trust and openness. If you can buy that, the next set of procedures is as follows...
In the spirit of transparency,
- Share the underlying issue that is being reviewed and identified as needing improvement. This step is huge at determining whether the proposed solution is addressing a symptom or an underlying cause.
- Share the proposed solution, in detail. It is brand new to the team and spending time clarifying how it works and why it will work is huge.
- Share what the impact will be including both the impact on the staff, the end-user and the overall mission of the organization. This at its heart is the why.
Now for the secret sauce of the list, if you observe push back at step 3 go back to step 2 and explain it again. If you receive push back at step 2, go back up and clarify in step 1. It is a partnership and going back a step to reset understanding demonstrates compassion and patience. Two key ingredients in alignment.
In closing, all respects paid to the book "Turn the Ship Around" by L. David Marquet and Simon Sinek. None of the above ideas are uniquely mine.
Your plan makes sense, Josh. To often dictums come down from above without thought to the impact on those who expected to implement the new program. The focus is only about the destination but not about the team embarking on the journey (why they would want to go, and what support they might need on the way). Talking to them about the plan beforehand is solid leadership: (Getting others to WANT to do what you want them to do). The Great Leader must share the vision: 1. Why we need to move from our current home (#1) 2. Where this new island is that we want to reach and what each of us is going to need to do for us to successfully get there (#2), 3. The expected improvements and opportunities that exist for both the company AND the staff at this new paradise (#3). They are some logical steps to work through to help the team want to commit to pulling the oars towards this new island of Eden.