I recently had a discovery call with a new client. I asked my contacts, directors in a medium-sized service business, about the issues they were facing and what outcomes they’d love from the proposed culture initiative.
We learned that changes in their market now require very different behaviors from company staff. The old ways of doing business will no longer satisfy customers or generate the profits they once did. Players who have been in roles for years must drop old skill sets and scramble to build new relevant skills. Many are frustrated with their lack of knowledge, their lack of traction, and their feeling of incompetence in this new environment.
I dug deeper. I asked how senior leaders viewed the required changes and how those executives viewed these struggling employees. Our contacts said about half of the senior leadership team “get it.” They understand the need to change their business model, culture, and approach. The other half truly don’t understand what the problem is.
I learned that their CEO is in the camp of “don’t get it.” The CEO has told all staff, through a series of memos and announcements at staff meetings, that their business model has changed and staff need to embrace this new approach. The CEO is “shocked and appalled” that the staff are not doing what he has told them to do.
This CEO and these leaders have made a common mistake: “Managing by Announcements.” Leaders with this mindset believe their title is the most important tool they have to “lead and influence others.” The reality is that announcing a change is step one – many other supportive steps and modeling must occur for the desired change to gain traction in the work environment.
Great Bosses Announce, Model, and Hold Accountable
Here is what effective change leaders do to ensure the change takes hold and the work culture evolves to embrace desired new behaviors:
First, clearly state the new expectations
Describe the context for the change by making the business case. Explain what has happened that leads the senior leadership team to ask the organization to make this shift. Then define the new reality by describing the new business structure or model and specify the required behaviors. Use real business examples to embed the model in team members’ minds and hearts. Use the “3rd Grade Teacher” approach – tell them, tell them, tell them. Over and over. Use multiple and differing marketing strategies to help team members keep their eye on the new model and on the revised behaviors expected of them.
Second, demonstrate defined new behaviors to reinforce the change
Senior leaders must champion the new approach by modeling desired behaviors, FIRST and consistently. Demonstrating desired new behaviors creates credibility for both the leader(s) and the change.
As leaders, share the difficulties you encounter and frustrations you experience. Express gratitude for team members’ efforts to model the new way.
Engage team members in this journey. Listen to their suggestions and frustrations, all while focusing effort on embracing the new required model.
Finally, hold team members equally accountable for consistent demonstration of desired behaviors
Regularly praise and encourage demonstration of desired behaviors. Celebrate small wins! Redirect and coach staff who are not embracing the new approach. With staff who are unable to make the shift, find roles where their skills serve the new model. If no suitable roles are available, you must lovingly “set them free.” Keep only the talent that can support and embrace the desired change.
To what extent do your leaders manage by announcement? How well are announced changes embraced? Note your insights in the comments section below.
