Change is the only constant. At the same time, almost no one is waiting for change. In this blog, Dolf L'Ortye, one of the founders of Summiteers, states that no one is change proof, and therefore everyone. He also gives ten tips to get your employees on board.

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Stick to what's there

As humanity, we don't like change. Sure, some people deal with it more easily than others, but in general, the first reaction is: why don't we keep doing what we're already doing? Even if people are really in a miserable situation, that does not guarantee that they are open to change. Teams that are in a difficult situation, are stressed and do not like their work, who still want to stick to the situation as it is. No matter how many times I experience it, I'm still amazed at that reaction. Anyway, I'm easy to talk to. I'll fly in and look at the system. They are the system. Sometimes people want to change, but when change is imposed from outside, a resistance reaction often occurs. Getting these people on board is also part of our job. In my opinion, resistance is a word invented by consultants. If you experience resistance, as a consultant, you should mainly look at yourself. Then it is important to start the conversation. What is going on? Sometimes giving a beckoning perspective and letting people think for themselves about the current and the new situation helps. Sometimes just connecting to the underlying emotion is enough. With these ten tips, you'll increase the chances of getting your employees on board.

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Tip 1, definitely: Do it together

Don't invent something in an ivory tower and then present it as a fait fait fait. Live through the change — and the path to it — with the people who need to do it. By definition, strategy execution is done together and in iterations.

Tip 2: Curb your impatience

I can put a lot of words into this, but that's not going to make it better: change takes time. Take that time. This is what clients sometimes find difficult to hear, but it is simply what it is.

Tip 3: Talk

Emphasize that the current situation is unsustainable and engage in a dialogue about why. Above all, let your employees tell them themselves about the inconveniences they experience. Go there. Question, question and listen. When they express the inconveniences themselves, you let them understand the why-question of the change.

Tip 4: Give space

It is important to discuss resistance openly. Find out where the pain is. Ask your employees. What do you find exciting? Where do you think it's going wrong?

Tip 5: Lead by example

Make sure that people with prestige in the organization — formal, but especially informal leaders — who lead by example, come into the spotlight.

Tip 6: Plan

Sometimes, tough mechanisms are simply necessary. For example, schedule a monthly soapbox session where you address the entire group and engage in dialogue. By really planning this and not deviating from it, people will automatically prepare and change is already coming.

Tip 7: Give people tools

Often, we tend to think what they need for people. Don't fill in, but ask what your employees need to keep up with the change. Then give them those tools and help them develop the skills.

Tip 8: Overcommunicate

When it comes to change, it's crucial to explain it over and over again, even if you think everyone already understands it. Have you told it six times already? Tell it a seventh time. And an eighth time.

Tip 9: Speak with one voice but not the same words

If you, as a management or MT, are in a dialogue about the change, it is essential that there is no light between the message. The words may be different, the line may not be. So you have to take the time to do that too. Are we really living the story?

Tip 10: Keep talking about that bright future

If it's good, change brings you something positive, but before you get there, you have to go through the change process. Keep talking about that great situation that beckons, about that bright future. If you don't, nothing happens. And above all, don't forget what the power of humor and a clear vision is.

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