This is not about allowing endless debate to stop action. Instead, what we’re looking to build is a culture Intel call ‘disagree and commit.’ Allow open debate and ensure you enter it with an open mind to what we might be missing. But also set a time limit on the dialogue, and make it clear who will decide at the end of that discussion.
2. Link the change to a goal people care about
Reassure people by focusing on what is not changing, and by linking the change to a purpose they care about. E.g. ‘Our purpose has always been…, it still is. In order to keep succeeding we need to….” One of our longtime clients, Asthma and Lung UK, have repeatedly got their workforce to buy into significant changes by connecting it to the impact it is going to have on people they serve.
4. Capability Mapping
New strategies often require a significant shift in capabilities within the organization. Sometimes this can be addressed by supporting people to retrain. Amazon for instance have for some time now had a successful programme offering warehouse workers the opportunity to retrain as robotics engineers. At other times it will require a shift in the workforce. Either way, capability mapping is a very useful tool you can use as a senior team. Step one is to map out the skills which will be most important to delivering on your new strategy. Step two is to score your current capacity in each. Highlighting critical gaps you have, along with any skills which will be less relevant.
3. Encourage people to talk openly about their concerns
If we avoid talking openly about people’s concerns, it will only increase resistance. Begrudging compliance will not help us adapt at pace. We need people to be 100% committed. You can only get that level of commitment if you bring concerns into the open. Listening to people’s concerns cannot just be seen as a required step to gaining buy-in. We need to go into these conversations open to gaining important insights around how we can make our plan stronger.
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Adaptive Leadership : Building your capacity to thrive in a disruptive environment
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