Sven de Ridder:
I have been coaching teams and organisations through change for six years now, always fascinated by the dynamics that make a top team unbeatable one moment and bogged down the next. In business, as in sports, I see how crucial it is to get people on board and keep them involved. From my role as consultant at GroupMapping, I help organisations find answers to these issues. Want to know more? Connect me on LinkedIn!
It is a term used in many organisations to talk about people who do not (seem to) want to move along. How often does it not happen that a new (strategic) programme or project is presented with enthusiasm, but then fails to get off the ground? Time and again, managers encounter ‘employees’ falling back into old habits, not getting involved or simply not understanding why the change is needed. Change is a constant and ‘bringing people along’ to a change is often the biggest challenge. Creating a plan on paper is one thing, but how do you make sure people understand, feel and embrace it? Without that commitment, change remains an abstract idea that is difficult to bring to life. A quick presentation or conference call to bring people up to speed is often not enough. It is crucial not just to inform people, but to really bring them along.
Change starts with a clear goal and a shared ambition. Why are we doing this? What is the bigger picture? This is the moment when the first spark flies and people are drawn into an inspiring picture of the future. In this phase, it is essential not to overload stakeholders with details, but rather to make the urgency and relevance of the change palpable.
People need to feel at this stage that they have a choice: do we stay in the old pattern, or do we step into a new story together?
Once the ambition is clear, the change has to become meaningful for the people who have to work with it. This is the moment when employees really understand and feel what the change means for themselves and the organisation. It's about connecting the bigger picture with everyday reality. This requires experimentation, reflection and dialogue.
So effectively bringing people into a programme, project or strategy starts with a strong intention and deep understanding. When people understand both rationally and emotionally 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 real change. Only then are all the frogs in the wheelbarrow and can you move forward as a group. Because without understanding and commitment, change remains just a good idea on paper.
