According to Deloitte, 60 to 70 percent of all large-scale change efforts fail.
And in my experience, small-scale change efforts frequently fail too. Why?
In the case of small-scale efforts, leaders often take for granted that the team will follow them. And yet there is so much at risk for them that we may not realise.
Why is it the very people we’ve come to rely on who are often those who most resist the changes?
1. Trust
In saying goodbye to old, reliable ways of working we are grieving. In facing a new paradigm of what constitutes good work, we are facing threat. We need to believe that there will be compassion and support through process from our leaders.
2. Self-Belief
We had self-belief from our success at our old ways of delivering. But what now? Will be as good with the new ways? What if we can’t do it? We need help to increase our self-belief and our ability to adapt.
3. Confusion
We’ve been told what we need to do but in carrying that out there are a hundred new questions which occur to us as roadblocks when we try to follow new paths. We need ongoing support to catch and support development of solutions to these new problems.
