Sven de Ridder
For six years I have been guiding teams and organisations in change, always fascinated by the dynamics that make a top team unbeatable one minute and crashes the next. As in sport, I see how crucial it is in business to get people involved and keep them involved. From my role as advisor at Groupmapping, I help organisations to find answers to these issues.
All the frogs in the wheelbarrow?
It is a term that is used in many organisations to talk about people who do not want to move along (seems to be). How often does it not happen that a new (strategic) program or project is presented with enthusiasm, but then does not come off the ground? Managers often run into the fact that 'workers' fall back into old habits, do not get involved or simply don't understand why the change is necessary. Change is a constant and people 'take' into change is often the biggest challenge. Making a plan on paper is one, but how do you make sure that people understand, feel and embrace it? Without that involvement, change remains an abstract idea that comes to life difficult. Even a presentation or conference call to inform people is often not enough. It is crucial not only to inform people, but to really take them along.
Planting the seed of change
Change begins with a clear goal and shared ambition. Why do we do this? What is the bigger picture? This is the moment when the first spark leaps over and people are taken into an inspiring vision of the future. At this stage, it is essential not to overload those involved with details, but to make the urgency and relevance of the change felt.
What's helping at this stage?
- A powerful narrative or story that makes the need for change tangible.
- Together formulate an ambition, in which everyone feels the ownership of the process and the content.
- Give space for questions and emotions, so resistance can be appointed and understood.
People must feel at this stage that they have a choice: do we stay in the old pattern, or do we step together in a new story?
When the penny drops
Once the ambition is clear, the change must be meaningful to the people who need to work with it. understanding and feeling what the change means to themselves and the organisation. It is about connecting the bigger picture to the daily reality. This requires experimentation, reflection and dialogue.
How do you provide real insights?
- Change takes time to land, create moments when people can think about what it means to them.
- Let people experience what the change means, for example by thinking out scenarios and exploring first directions for solutions.
- Involve people actively in the process and let them think about how the change is concretely completed.
From insight to action
The effective inclusion of people in a program, project or strategy therefore starts with a strong intention and a profound insight. When people understand both rational and emotional why a change is needed, they are much more willing to move. It may take more time and energy than an informative presentation or conference call, but it is the prerequisite for a real change. Only then will all frogs be in the wheelbarrow and you can move forward as a group. Because without understanding and commitment change will only be a good idea on paper.
Sharper, faster, smarter: I want that too!
We'd love to hear that.