Volume XXIII, Number 5 (Issue 1114) | February 3, 2025
Taking the First Step
If you have been in the room when a toddler took those first wobbly, uncertain steps – particularly after numerous failed attempts – you know how exciting, not to mention terrifying, it can be. And, if that is what you felt as the doting parent or grandparent, put yourself in the child’s place. Though they may not appreciate the labels we would assign, there is doubt, fear, the possibilities, accomplishment, and joy to name a few of the emotions that course through the veins. We/they experienced all of that because by taking a risk the child gained a new skill as well as access to more of their world. If those are the sort of emotions that trying and succeeding at something new brings to both infant and parent, doesn’t it make sense that something similar occurs when we and those we work with attempt something new?
As consultants we have been privileged to guide a variety of clients through the change management process. In doing so, if there is one thing we have found that is common across those assignments, it is the fear of the unknown that many people experience. It is that struggle that gives rise to resistance to change. Regular readers of these essays as well as those who have sat in the audience where I have been a speaker may recall me stating that the overwhelming majority of the decisions you and I make are heavily influenced by our fears. Those fears fall into one of three broad categories – fear of loss of face, loss of place (relationship), or loss of life (physical and/or fiscal).
Among the various things we teach clients when it comes to the change management process are:
- Involve those likely to be impacted by the change in the planning phase. Ask for their input using questions like, “What am I missing?”
- Describe the expected end result.
- Explain the “why” or anticipated benefit(s) – the more your can personalize the benefit(s) since everyone thinks “What is in it for me?,” the better.
- Connect the change to the organization’s core values and expected behaviors.
- Create an implementation (project) plan. Be wary of the planning fallacy (being overly optimistic about the timeline).
- Detail the first few steps to remove some of the hesitancy and uncertainty.
- Schedule frequent check-in conversations – particularly in the initial stages.
- Recognize progress
- Get feedback – set aside your pride of authorship, create a psychologically “safe” environment, poll the participants one-by-one.
- Adjust the plan as appropriate based upon the feedback received.
- Celebrate the successes – give credit to others and accept the blame for anything that goes wrong.
While the above is not a comprehensive list, it covers much of the ground for accomplishing successful change.
Soli Deo Gloria
“For God gave us a spirit not of fear but of power and love and self-control.” 2 Timothy 1:7
J. Keith Hughey
Mobile: (210)260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
Transforming Potential into Unmatched Performance
Copyright 2025 by J. Keith Hughey. All rights reserved. Permission is hereby granted for reproduction and redistribution of this essay as provided under the copyright laws of the United States of America. Recent issues of Musings may be found at www.jkeithhughey.com. Your comments are always welcome.