Brownfield & LentBuilding Stickability of New Initiatives
Overcoming Organizational Resistance to Build Lasting Change
Traditional approaches to change management focus on overcoming the initial resistance to a new approach but may not build the capability and commitment to maintain new practices over time.
We offer tools and processes that you can use to engage all the stakeholders in a given change and thereby build commitment, not just compliance, to successful implementation.
Organizational change “sticks” when the following four factors are all present and maintained. In our work, we help clients build these factors into their initiatives.
1. Consistent leadership alignment and focus
Leaders at all levels should be aligned around the success of the initiative. They then must maintain attention to the initiative and act to provide additional support where needed. Feedback on progress and performance needs to be treated as information for learning and improvement, not for auditing compliance.
2. Initial engagement of all stakeholders
Building stickability means giving everyone involved an opportunity to raise questions and concerns and share their ideas about the new initiative, prior to implementation. This must be done efficiently, in a way that speeds the overall pace of adoption.
3. Evaluation of progress
Critical measures of organizational and individual performance should be integrated with measures reflecting the new initiative. Measurement information should serve and support the efforts of those working in the process affected by new initiatives.
4. Follow-Up conversations for organizational learning
Successes and difficulties in implementing the change can be equally valuable information. A cross section of those involved in the change should reflect on results to date, recognize what they are learning and decide what to do next.
A cycle of reflecting on results of past actions and deciding what to do next builds involvement, commitment, and stickiness!Leaders at all levels should be aligned around the success of the initiative. They then must maintain attention to the initiative and act to provide additional support where needed. Feedback on progress and performance needs to be treated as information for learning and improvement, not for auditing compliance.
2. Initial engagement of all stakeholders
Building stickability means giving everyone involved an opportunity to raise questions and concerns and share their ideas about the new initiative, prior to implementation. This must be done efficiently, in a way that speeds the overall pace of adoption.
3. Evaluation of progress
Critical measures of organizational and individual performance should be integrated with measures reflecting the new initiative. Measurement information should serve and support the efforts of those working in the process affected by new initiatives.
4. Follow-Up conversations for organizational learning
Successes and difficulties in implementing the change can be equally valuable information. A cross section of those involved in the change should reflect on results to date, recognize what they are learning and decide what to do next.
How can we help you build stickability of a new initiative?
We have created the Tool Kit for Helping Change Stick that provides various templates, exercises and checklists that you can use in implementing change in your organization. We help you learn and apply these tools in any of the following ways:
Coaching in Change Leadership
We work with you one-one to help you implement your current change effort. This consulting can be on an as-needed basis, in-person or over the phone and internet.
“Stickability Implementation Model”
We help you select from the various tools for leading change to create a standard implementation process in your organization. This approach takes into account the specific nature of your organization’s initiatives and management structure to give you a reliable, repeatable process for introducing and maintaining new initiatives.
Change Leadership Workshop
We hold a one day workshop for your management team in which we introduce the relevant tools and have them apply these tools to current improvement initiatives. Subsequent follow-up, evaluation and coaching is provided. This is a great way to engage managers in a new approach to leading change, following the principles of the stickability approach.
What clients have to say about the stickability approach
“I think the most profound revelation in this thinking is that before I allow a change to be introduced, it is critical to have a clear vision and identify the gap of where we are and were we need to get. Then, make sure I have the right people on board and that they are prepared to succeed.”
“The last ‘DO’ [of tool ‘The Dozen Dos’] is great: ‘To surface and acknowledge resistance.’ Don’t try to ignore it. My VP is supporting that right now. We mentioned some confusion in the field and he immediately asked for a conference call to help clarify and answer questions!”
“I plan to use the Stakeholder Analysis in more detail. I think the more time and individuals I have involved in the Stakeholder Analysis, the better results will be achieved.”
“Utilizing all the tools prior to the change will be a significant improvement going forward.”
Joe Durzo, Jim Van Patten, John Haskell have been important partners in developing our approach.