Employee resistance is the most common reason executives (and small business owners) cite for the failure of organizational change. Strong, respected change leaders i.e., people with informal influences, is needed to convince employees about the value of a new business strategy. Your effort to convince those who can influence others may create cultural change, allowing employees “own” the process. Join Rick and Brandon as they give some tips on how to nurture these key individuals.
- Identify the influential persons in your organization.
- Use either one of the processes: sampling or network theory
- Use your HR department, if you have one.
- Create a map of influencers
- If your survey is anonymous, you would not include the influenced persons.
- Stay broad, not deep when drawing your map
- Meet with them on an informal basis and discuss the strategic plan concept.
- Ask if they feel like they agree that they are considered an influencer by their peers.
- Do not coerce them to be a part of the team.
- Go through the Haine’s Roller Coaster of Change process
- Ask them how they can help during the tough parts of the cycle.
- Include them in your strategy sessions.
- Facilitate conversations between them, so that they can work as a team.
- Follow up with them on the status of the culture throughout the process
- Use them to assist you in putting out fires quickly.
- Use them to assess the cultural change periodically.
