Achieved Strategies

The people have had enough.

Taking to he streets, using their voices, and calling the Governor of Wisconsin on his political move, citizens of Wisconsin and their supporters (and opposition) are revealing the degree of their dissatisfaction.

There is an uprising of people.  Many are planting themselves firmly against the Governor’s (Scott Walker) plan to take away State employees’ collective bargaining rights.  The Governor wants to do this to maneuver around the Unions to more easily make cuts to employees’ pay to help balance the State’s budget.

This is about people.  People not heard.  People afraid of the unknown. People fed up with inaction. People fed up with rhetoric. People happy to see that someone is making a bold move. It’s messy.  It’s complicated. It’s change.

The Governor of Wisconsin has to make unpopular decisions quickly. He has no “good” choice.  It’s clear, though, the change is off to a horrible start.

What can leaders learn from this? What could you do differently when you need to roll out an unpopular change?

Change is an ongoing conversation. Scott Walker’s plan is flawed. The ordinary approach he took was to announce the change.  It was a one-way communication.  Difficult changes have a fighting chance when leadership has a conversation with those directly and indirectly impacted.  No rhetoric. No bullshit – the straight truth about the financial numbers, the options on the table, the risks, and an invitation to involve people to converse on what’s happening and potential next steps.  An extraordinary approach would have been to hold ongoing conversations with the citizens of Wisconsin.  To let them share their ideas. To share their stories. To help be part of the solution.  Through conversation education takes place.

Push change on to people and create a resistance. Thrusting the change on to people is ordinary, an old paradigm that must stop. It’s an illusion to think simply announcing the change, expecting people will understand, saves time.   It’s in our nature to resist something that threatens us. Walker seemingly didn’t think about the threat and impact to the people. You must look at the change’s impact to not only the business but to those who make your business work.  Anything less is leadership-malpractice.

Have a plan for the resistance. Unpopular change no matter how much you include people will incite resistance. Spend time hearing from and talking WITH fence-sitters. Know who the people of influence are and invite them to help you cause change.  Think how social networks of people work. Use it to your advantage.  Be careful, though, of your intent. If it’s to manipulate people, it will be sniffed out and viewed as a coercive act.  Leaders must understand that resistance is a normal response to change.  And we must learn to not exacerbate the problem by viewing resistors as problems. It’s a logic-trap that stalls progress and can cost money.

Be visible. Get out and speak with the people. Despite how hard the change may be for employees, don’t let that keep you away from interacting them.  Have someone trusted by both parties prepare you for the conversation. Know what the concerns are. Know your employees’ stories – why the change is hard. Don’t let your intellect and intuition guide you. Hear the stories.

Many organizations – public or private – are facing unpopular changes. We all have been through so many changes that have failed or left a trail of bloody and bruised bodies.  We are all ready and waiting for a collaborative approach to change. That’s extraordinary.