When I work with company executives to help them develop a growth strategy and operational goals, it inevitably requires some type of organizational change. However, organizational change is difficult, to say the least. In fact, most change efforts fail to achieve their intended result, according to research by change management guru John Kotter, author of the best-selling book Leading Change.

Kotter found that some of the key reasons organizations resist change are complacency, lack of vision and guidance, obstacles, lack of momentum, and lack of follow-through. Other drivers include comfort with the status quo, resource constraints, unmotivated employees, opposition from influential stakeholders, and competing interests or priorities.

So, how do you get your organization to buy into the changes you need to make in order to achieve your strategic objectives? That’s a great question, and one that many executives ask right after we align on their growth strategy.

Recently, I worked with the executive team of a global manufacturing company to address this question after we developed a three-year strategy for them to achieve operational excellence, sustain financial growth, and become the North American market leader in their industry. By answering six supporting questions, the executive team created a roadmap to successfully generate buy-in to the new strategy company wide. Within eight months, both production and quality increased 30% and the CEO stated, “I’ve never seen everyone so committed and engaged.”

Here are the six questions to help you develop a successful change-management roadmap:

1. Why do we need this change?

Clearly articulating the core purpose of the change is fundamental. Start by creating a “from-to” vision that outlines where the organization is currently and where it needs to go. This vision should explain how the change will help the company achieve its goals and how employees will personally benefit from the change. People are more likely to support changes when they understand the personal advantages and the overall benefits to the company.

2. Who are the key stakeholders we need to get on board?

Identifying and engaging key stakeholders is crucial for the success of the change initiative. Consider both internal and external stakeholders. Who has control of the resources? Who has important decision-making authority? Which people have the most credibility and influence? Support from these individuals can be instrumental in driving the change.

3. Who are the key influencers that can be “change champions”?

Leverage the 20-60-20 rule when introducing change: approximately 20% of your team will be on board, 60% will be sitting on the fence, and the remaining 20% will resist the change. Don’t try to win over the opposing 20% initially. Instead, focus on individuals in the supportive 20% who have the most influence. Invest time developing these individuals into “change champions” who can help sway the middle 60%.

4. What is our communication strategy and timing?

Developing an effective communication strategy is essential for successful change management. Start by having each member of your executive team engage the key influencers that report to them. Help them fully understand the purpose and objectives of the change. Gather questions and concerns from these conversations and discuss them with your CEO.

The CEO should then share the reasons for the change with the key influencers as a group, followed by a Q&A session. This ensures a clear and consistent message from the top. It also arms the key influencers with insights that can help them influence those in their respective departments. Afterward, the CEO should communicate the same message to the rest of the company and invite questions. Rotate through the company by groups or departments if needed based on size and geographic location, but schedule the discussions as close together as possible to ensure each group hears the same message directly from the CEO rather than an interpretation from another department.

5. What quick wins can help us build momentum?

Quick wins are critical for building momentum and gaining support for the change. Identify low-hanging fruit that is achievable within the first 90 days. Early successes help demonstrate the benefits of the change and encourage fence-sitters to get on board. Quick wins provide tangible proof that the change is positive and achievable, fostering a sense of progress and confidence in the new direction.

6. How do we maintain momentum over time?

Maintaining momentum is essential for long-term success. Establish a governance structure and a regular reporting cadence to measure and brief progress to top leadership frequently. This drives urgency and accountability into the effort and helps get resisters on board.

Codify changes in policy and processes to ensure they become part of the organization’s fabric. Most importantly, commitment to the change effort needs to be role-modeled by leaders at all levels so that the change will stick. Leadership by example is essential for influencing the entire organization’s acceptance and support of the change.

Conclusion

Implementing organizational change is challenging, but by addressing these six key questions, you can create a structured roadmap that fosters alignment and buy-in. Start by clearly articulating the need for change, identify and engage key stakeholders and influencers, develop a robust communication strategy, secure quick wins to build momentum, and establish a governance structure to maintain progress. By doing these six things, you can overcome the common pitfalls of change efforts and successfully implement and execute your strategic objectives.

Need help developing and implementing your change management plan? Let’s chat.

Sources

John Kotter: Leading Change

John Kotter: Leading Change – Why Transformation Efforts Fail