How to Up-Sell Change
Even if you do not know the answer now, do not let that stop him. The best place to start looking for answers to this question of staff. Go and get them involved in thinking. The act of asking and listening not only engages them, but inform them as well. When people feel part of an informed, not part of ‘the know’ group, it is uncertain what is really happening, and there is no clear answer to ‘what is it for me?’ You are guaranteed to face stiff resistance to change. The story of workers engaged in the early stages of the process of change is accelerating the adoption and the learning rate of more than executives would be delighted to achieve. So people change in plans – the buy-in, the reactions of the learning curve with their commitment (or lack thereof) to adopt the change.
Do not bother to ‘up-sell’ without any change in management ‘WIIFM’ test. Indeed, the investigation is not straightforward. First, a quick check of the team is vital. Around and randomly ask people questions like ‘So, what do you think of the changes we are talking about?’ ‘What do you think it will affect your work? ‘Think you’ll be able to quickly adapt to the new system?’ You’ll be surprised (and maybe pleased) to get feedback. If the workers to formulate a positive relation with the daily performance at work, you’ve passed the test. On the other hand, if you get answers that are very different across the board, or the answers, like ‘talking about what needs to change?’ ‘I hope this is not like last time’ or ‘we spent so much now, I do not think , we can handle another change, ‘change management has some serious remedial work to do.
If you pass the ‘WIIFM’ test that the communication is already ‘connected-to-points’ in the way your team can understand and absorb the everyday work. If you hear your resistance to change, you need to go back and re-word that points to your employees that they can clearly understand how the changes will be, directly or indirectly affect their work. Do not communicate too during a change initiative. Continuous, repetitive, and rapid information exchange and knowledge sharing is crucial for successful adoption of change. If you are ill talk about it, you probably already over the true believers, but only reached 25% of the people. Talk up a bit, and keep ‘up-selling’ the change.
The art and science to address the people side of change equation, Change Management. As a practice that draws from a multitude of social science disciplines to effectively bring together people, technology and ideas together at the same time.
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