“Isn’t it challenging to persuade others in your role?” People tend to be set in their ways, resistant to change, especially when asked to improve efficiency.
I appreciated the question, as it prompted me to share the answer with you.
Firstly, let’s debunk a myth: People embrace change. Change is constant and often welcomed when it brings benefits we perceive. For instance, we willingly move from a rented flat to a house, decide to marry and have children, or switch jobs. If we believe in a net positive outcome, we are willing—even eager—to invest in the change. People evaluate the “What’s in it for me?”
Let’s see how this translates into business. We’ll take the example of downsizing an organization. As leadership, there are different approaches to delivering the message.
Imagine a manager proposes: “We will enhance efficiency to downsize the organization.” Such a message won’t garner applause, except perhaps from the sponsor, who might push aside the human aspect and have a different agenda (be it a bonus, increasing share value, or a promotion). It’s going to be a painful journey, as people won’t feel motivated. If they do a great job supporting the efficiency improvement, they risk losing their jobs. Pushback is the logical consequence. If I sense that senior leadership does not value the human side, I won’t accept the assignment. I won’t be the manager saying, “My success is linked to your fear coming true.”
Now imagine a different approach: “Over the past two years, our organization has faced losses, risking bankruptcy. Action is imperative. Our plan includes investigating how to achieve more with less. We understand this isn’t an appealing message. Rest assured, no layoffs are planned; we’ll rely on natural attrition. Would you join us to avert the worst-case scenario?” Sure, this isn’t a pleasant message. People aren’t naïve; they’ve sensed the situation. And they value the openness. Most will conclude it’s prudent to participate, provided they sense sincerity. You’re likely to get support if this is genuinely a message backed by the leadership team and stakeholders. The best way to build trust is to put this commitment in writing and publish it to the outside world.
Don’t blame people for not being willing to change. Look at it from their perspective: Is the change worth it? The challenge lies not with team members but with sponsors and management to genuinely create a win-win situation. If you do that, change becomes relatively easy.
I’m always up for a challenge. Are there situations where this approach wouldn’t work? Let’s rethink the problem together and explore alternative solutions. Share your thoughts!
