Susan Fronk
President and CEO, MRA - The Management Association

If I asked those business leaders with a major organizational initiative on the docket for 2008 to raise his or her hand, I expect there’d be a sea of hands in the air. Major change initiatives are exciting, but can be perceived as threatening and burdensome by some employees. With the amount of time, effort, and dollars about to be invested, you need more than just a task list and timeline to ensure the successful implementation of such initiatives. You need employee buy-in.

Perhaps this is the year you plan to break down silos, completely revamp your product development process, or even fundamentally shift your culture. By definition a major change initiative is a big undertaking, and your organization is counting on significant results. Only 38 percent of executives responding to a global McKinsey survey, however, reported that the critical change initiative they were most familiar with had produced a “completely successful” or “mostly successful” impact on performance. That speaks to a large gap between anticipated and actual results. To ensure that the significant change on which you are about to embark will indeed deliver, make sure your systems for employee buy-in are as ready as that project list.

What’s the Story?
I’ve spoken before about the importance of stories - of translating the what into who and why. If your goal is to break down silos, simply talking about not missing out on client revenue opportunities is likely to be met only with politeness, not enthusiasm, by the average employee. Why not have the company leader begin with: “Picture this…” and relay stories about times the desired integration did work, and how banding together brought those clients better solutions, and brought the corporate team a greater sense of accomplishment and delivery on your mission. Then, reiterate such stories over and over until they become part of company history and provide that much needed touchstone.

Clear Leaders, Tangible Signs
Companies focused on growth are bound to try different initiatives. Some past initiatives may have been wildly successfully; others may have shriveled on the vine. There will likely be employees you need on board who will express “this-is-just-the-flavor-of-the-day” skepticism. To counter, show the company’s commitment to the project by introducing project leaders and their missions, and even physically putting a stake in the ground if possible. Setting up a team meeting room or creating a new project update section on your Intranet or company newsletter can show corporate commitment to the project and go a long way to turning that skepticism into involvement.

Early Successes = Belief
There’s an old saying that “when you’re halfway there, you stop disbelieving in there.” Even with leaders and outlines, some employees may not be sold until you can show that those big goals are achievable. That’s where interim proof comes in. Outline and relay interim goals that deliver value. Then, celebrate accomplishment of those goals when they hit. Applying this cycle of goal-accomplishment continues to keep the project on everyone’s radar screen and connects employees to the fact that real change is occurring.

Management on the Same Page
Most importantly, ensure your managers are on the same page. They need to support what is going on and be able to explain, again and again, what is happening and why. In separate management meetings or communiqués, reiterate their importance in ensuring the success of the project and give them the tools needed: facts, updates, even bulleted talking points. This will not only make their jobs easier, it will ensure that everyone is one the same page and that is absolutely critical to success.

Major change initiatives provide exciting opportunities for growth. Employees want to feel a part of your organization and its success. Continuously show them why and how this is happening and they will be better able to embrace the new changes and help propel the project toward its finish line.