The importance of Buy-In and Readiness for Culture Development, Change Management, and Leadership Development

Jan 24

“Even a melody can sound tinny and hollow without the resonance of harmony created by accompanying voices.” - Frederica McLean

I recently had a candid conversation with a leader that is part of a culture change project about the major issue impacting turnaround within the organization.

After reviewing the facts, they said: "You know, I think the community does not want this. I've been doing everything in my power to support and empower them but I also still have to do my job. At every turn, they are nasty and toxic. They just don't want things to get better! I mean, don’t they see the vision? They all agreed they were ready!"

The truth is, they were right. All of the pieces were in place, but the community did not appear to be ready. Indeed, they were actively pushing against moving forward. The issue, we discovered after honest conversations with the staff was: The collaborative vision that was established at the beginning of the project did not clearly and consistently communicate the what and how of implementation, leaving a bitter taste in their mouths, and hollow pits in their stomachs.

If you've ever experienced this, you know that it can leave you feeling drained, disillusioned, and confused. Why wouldn't people want things to get better or be better? Especially if the changes are necessary, or can make things easier and more pleasant? This community had adapted to and accepted their “normal”, as difficult and unpleasant as it may have been. The fact is, change is daunting in any form - and the associated risks of change can feel like a challenge that outweighs the worth of the outcome. So what can you do in these situations?

Revisit the plan to revise and re-align. While it doesn't feel good and can be off putting, revisiting the why and the plan can help to provide clarity. It is an honesty and humility that shows you are more concerned about the collective outcome than the personal perception.
Use the learning from what has already happened. Many things can be uncovered in this scenario. Use what you've learned about people, their behavior and their needs to inform next steps.
Communicate consistently and transparently with all stakeholders. Even if you are doing points one and two, they are of no effect if no one knows or the message is not shared evenly across the board.
Reduce the scope. Paring down the expectation into manageable pieces can help shifts feel more attainable and provide opportunities for recognition of forward movement.
Move things (and people) around. Complacency breeds discontent. Mundanity creates bad habits. Shaking things up can allow the dross to fall away so that the core material can be worked with.
Make the hard decisions. That can present in many different ways including making the best decision for you. Consider all factors and keep the good of the group in mind so that you and your team can move confidently.