The fact is that activating your own energy for change has its pitfalls. On the first day of the year, it can be brilliantly high, only to suddenly plummet to unexpected depths a week later. The daily grind gets in the way, always providing a few cozy comfort zones and welcome distractions. Translated into the change formula[1]: The three factors, which together must be greater than the inner resistance, keep a low profile: dissatisfaction strives to put things into perspective, the vision cannot be grasped and therefore there is a lack of motivation to take the first goal-oriented steps.
Change energy can be just as treacherous in everyday business life. Change processes require an enormous amount of it, as well as patience and perseverance. The necessary energy mobilization cannot come from just one person, it has to be generated by many people and transferred to as many others as possible. To activate this energy cascade (again and again), it makes perfect sense to bring in external support. With an outside perspective, the answer to the question can usually be found much more quickly: Who has the power, the means and the will to change?
How you can avoid the pitfalls of change
What now looks like the trailer for an action thriller is much more of a concrete tool. Because in order to make a difference, it makes sense to look at everyone involved in terms of power, means and will. Who is committed to the upcoming change and how? What is the relationship between those involved? Who is needed to implement the project? The focus is usually on the triad of CEO / management, management team and employees. Within this group, the roles and requirements for a successful change must first be clarified. In addition to the question of power, means and will, it should also be answered who is driving the topic to be changed, who else is needed on board and who is responsible for the process and results. It is important for the individual change driver to know their personal scope for action and at the same time to recognize the point at which supporters are needed if power and resources are not sufficient.
Our tip 1:
Find a method of visualization that makes all change drivers visible and puts them in relation to each other. An external person who is not part of the system is helpful here and can help you to work out the different roles objectively by asking questions. Find your big picture and think about the issues holistically.
This is a first and very important step, the next step is to form the team. Ideally, you should have a small team with different perspectives and skills. In order to achieve something together, these people should know why they are indispensable as a group for the change process and what they want to achieve together.
Our tip 2:
Get everyone around the table to work out the goal in the form of a workshop and take a look at the stakeholders (who else do we need?). This group should also clarify roles and discuss the form of collaboration. Break down the goals into achievable sub-goals to keep motivation high and to be able to celebrate successes time and again.
Here too, it is effective to work with an external and therefore neutral person. They can help to ensure that the goal is not lost sight of in day-to-day activities. It is also important to keep an eye on the relationship between those involved (are there competitive situations?), who is committed to the project and how, and what support the individual people need (in terms of content, arguments, communication) in order to fulfill their role.
Our tip 3:
Particularly in larger change processes, it can be helpful for the individual participants to have and develop their own “why” (looking back) or “what for” (looking forward). After all, this is the prerequisite for communicating authentically and credibly, picking others up and taking them along with you.
Come together as a team again and again during the change process – where have you had initial successes and where do you need to make adjustments? What are the next steps? Ideas and learnings should also be shared here, as the daily exchange with employees will show what works and what is still needed.
Our experience shows that these steps in the process organization work well as an aid to reflection and prevent a lot of energy from being wasted in superfluous meetings and activities that do not achieve their objectives.
A high level of change energy from a few players can have a major impact on many. Just think of Greta Thunberg, whose unprecedented indignation initiated the rethinking of many people and institutions. Raise and moderate the existing energy in your company to provide the next change with the necessary drive and make it a success.
[1] DxVxF>R, David Gleicher, D = Dissatisfaction with how things are now, V= Vision of what is possible, F = First steps towards vision, R = Resistance