Standing on Your Head
Posted on Tue, Feb 07, 2012
A friend of mine was embarking on a reorganization of her division. Most of her leadership team was on board with the change. Three were not. And they weren't quiet about it. They thought it was a mistake and they considered themselves the company's True North. The ones who owned the culture and the people. Whose jobs were to protect and defend.
"I've spent a lot of time hoping they will come around to the same conclusion I have" said my friend. "The industry has changed and we absolutely have to do it. What do I have to do, stand on my head?"
Well, yes, in fact, you do. In a manner of speaking.
Look, we all know a leader who has had a tough time getting the team on board. Wait, let me think... yes... that would be... every single business leader I know.
The first time you say anything about making a change, half the people in the room don't even really hear it. Or, perhaps, process what that would mean. The second time you say it, it may register for more, and they'll get it. However, a certain percentage will still discount or reject it. They will believe they own the higher truth.
Let's play out what goes on in the minds of the defenders of the status quo.
3rd time they hear "We need a plan to reorganize." They think: "She didn't actually mean that."
4th time they hear: "We need a plan to reorganize." They think: "Worked at her old company. Won't work here. Foolishness."
5th time they hear: "We need a plan to reorganize." They think: "I need to protect my customers and my people. This is madness. I will stall."
6th time they hear: "We need a plan to reorganize." They think: "If I just keep explaining my issues she'll begin to see it my way and change her mind."
7th time they hear: "We need a plan to reorganize." They think: "It's me or her. She'll back down. She knows this place will fall apart without me."
And so on...
What happened? My friend stood on her head. She spent a lot of time explaining her vision. She listened, and listened, and questioned, to get to a deeper understanding about their objections. Finally, two of the stalwart defenders came around. That was a victory because they are currently valuable members of the team, and in an ironic twist, probably more passionate about driving forward than the others.
(One did not. He's no longer there.)
Driving change that creates real transformation is hard. You have to work to get people to a place where they embrace it and are prepared to champion it. A few will never, ever arrive. But when you make the extra effort to get their attention and get them to focus on the new perspective, they'll realize that while things may be upside down for a while, it could be refreshingly exciting.
Pretty soon, if you can hold your balance in that position, they'll all be standing on their heads.