"Nobody can go back and start a new beginning, but anyone can start today and make a new ending" - Maria Robinson
Jiri Maley, a principal in the Toronto office of McKinsey & Co., identifies three ‘inconvenient truths’ that significantly affects the results of the change management process: buy-in, motivation, and work environment.
Buy-in focuses on whether the team believes the outcome and the process are fair. Care should be taken to highlight the benefits of change as well as the consequences of failing to change.
Motivation for each person is different. Some of us want to be achievers, other wants to feel included, others are motivated financially, while yet others are motivated by social values. The reasons for the change should address the various factors that motivate your team members.
Finally, you want to ensure that your team is successfully adapting to their new 'day-to-day' work environment. You are requesting that your team change their mindset and their behaviour. The reality is that the 'old' way of doing things is a habit. The 'new' way of doing things has to replace the old habit. This is not an overnight process. It requires consistent repetition of the new behaviour until it becomes a habit. The team leader acts a coach to help the team member develop the new habit.
Have you factored in the three 'inconvenient truths' to your change management process? How have you created buy-in and motivated your team members? How have you coached the new behaviours into habits?