Chapter 5: Threats and opportunities

Threats and opportunities: Itchy feet make for successful change

When last we met, we talked about the fact that successful change efforts require the creation of a compelling need for change. This need has to be strong enough to overcome our natural tendency to revel in the complacency of the status quo.

One of the simplest ways I know of to create a compelling need for change – the need that overcomes our preternatural to keep things just the way they are – is to brainstorm threats and opportunities.

If you’re familiar with a SWOT analysis, you’ll recognize threats and opportunities as the T and O of that acronym (strengths and weaknesses are the S and W, incidentally). If you’re not, don’t sweat it. It’s a simple concept.

Threats are the bad things that will happen to us if we don’t change. For example, if I don’t change my socks, maybe the pair I’m wearing will wear out. Maybe my significant other will leave me, repulsed by the odor. Maybe I’ll develop some horrible toenail fungus. Or maybe my feet will just itch so badly that I won’t be able to stand it.

Those are threats.

Opportunities, on the other hand, are the good things that will happen to us if we implement the change in question. If I start changing my socks, they’ll last longer. I might discover that some socks are more comfortable than the ones I’ve been wearing. I might be able to get that pedicure I’ve always wanted.

Those are opportunities.

When you’re brainstorming threats and opportunities, pull together as many key stakeholders as you can, and remember conventional brainstorming rules and etiquette.. Quantity of ideas is more important than quality. Every idea gets captured. Even the most ludicrous idea gets air time, and no energy is wasted on shooting ideas down, even when they’re really, really stupid.

Once you’ve amassed a sizable list of threats and opportunities, there will probably be no doubt in the room that the change is necessary. However, before you move forward, you’ll want to prioritize your lists. After all, you’ll be using these to spread the need for change like a virus across the organization.

To create and communicate a vision of the future state, build commitment to the change, remove obstacles and build coalitions that will get it done, you’ll want to be carry your best ideas (i.e. the most compelling, most impacting and most likely to occur) forward. Those words can be woven into elevator pitches, rallying cries and inspirational anthems with three-part harmony.

In any project, extra effort invested at the beginning always pays dividends down the road. Put the work into creating a compelling imperative for change up front and you’ll find fewer hurdles, fewer resisters and fewer saboteurs of the effort down the road. Make your organization’s feet itch, and the rest will follow.

Chapter 4: Make their feet itch

Make Their Feet Itch

Creating a Compelling Need for Change

Whether you’re talking about changing your oil, changing your socks or changing the way your company sells IT solutions, one of the hardest things about it is getting everyone involved to agree that the change has to happen. After all, isn’t it easier to leave the oil in your car, wear the same socks today that you wore yesterday or sell in exactly the same way you always have?

Speaking for myself, in order to overcome my own laziness, I have to firmly believe that it matters whether I change my socks or not. I have to believe that the benefits of expending all that effort to change my socks outweigh my general aversion to change.

Let’s move outside of my shoes and contemplate organizational impacts of change. Most people you know would rather not deal with change, even when they know it’s good for them. Consciously or unconsciously – and regardless of our politics, socioeconomic backgrounds or levels of education – most of us would rather maintain the status quo than adapt to something new. That’s why people don’t lose weight, don’t floss and don’t stop cracking their knuckles. We don’t necessarily always resist change actively, but we usually don’t embrace it.

An organization is nothing more than a bunch of people, so organizations are also prone to preservation of the status quo. In fact, there might be even an exponentially increased resistance to change when you put more than one person into the equation. If you’ve ever tried to lead a change effort, you know how hard it is to get others to adopt and embrace what you think is a fantastic idea.

An absolutely key ingredient to successful change is everyone involved believing that the change is necessary. The GE CAP model calls this “creating a shared need.” John Kotter calls it “creating urgency.” I call it that moment when my feet get so itchy that NOT changing my socks is no longer an option.

One of the simplest ways I know of to create a compelling need for change – the need that overcomes our preternatural to keep things just the way they are – is to brainstorm threats and opportunities.

If you’re familiar with a SWOT analysis, you’ll recognize threats and opportunities as the T and O of that acronym (strengths and weaknesses are the S and W, incidentally). If you’re not, don’t sweat it. It’s a simple concept.

Threats are the bad things that will happen to us if we don’t change. For example, if I don’t change my socks, maybe the pair I’m wearing will wear out. Maybe my significant other will leave me, repulsed by the odor. Maybe I’ll develop some horrible toenail fungus.

Those are threats.

Opportunities, on the other hand, are the good things that will happen to us if we implement the change in question. If I start changing my socks, they’ll last longer. I might discover that some socks are more comfortable than the ones I’ve been wearing. I might be able to get that pedicure I’ve always wanted.

Those are opportunities.

When you’re brainstorming threats and opportunities, pull together as many key stakeholders as you can, and remember conventional brainstorming rules and etiquette. Quantity of ideas is more important than quality. Every idea gets captured. Even the most ludicrous idea gets air time, and no energy is wasted on shooting ideas down, even when they’re really, really stupid.

Once you’ve amassed a sizable list of threats and opportunities, there will probably be no doubt in the room that the change is necessary. However, before you move forward, you’ll want to prioritize your lists. After all, you’ll be using these to spread the need for change like a virus across the organization.

To create and communicate a vision of the future state, build commitment to the change, remove obstacles and build coalitions that will get it done, you’ll want to carry your best ideas (i.e. the most compelling, most impacting and most likely to occur) forward. Those words can be woven into elevator pitches, rallying cries and inspirational anthems with three-part harmony.

In any project, extra effort invested at the beginning always pays dividends down the road. Put the work into creating a compelling imperative for change up front and you’ll find fewer hurdles, fewer resisters and fewer saboteurs of the effort down the road. Make your organization’s feet itch, and the rest will follow.

Eryc Eyl / Freelance Writer and Business Consultant

Chapter 3: Picturing change

Picturing Change

Let’s be honest with each other, shall we? No matter how much it happens to us or we make it happen, change is never easy. Leaving the known and marching into the unknown can be stressful, difficult and taxing.

But you’re a leader, right? At the bare minimum, you’re a survivor. And to survive, you’ve got to be able to picture the change. Even if you don’t think of yourself as a visual person, visualizing how the change is going to work makes it a little less scary and puts you a little more in charge.

One of the easiest ways to visualize change is to use a model. Fortunately for you, some very smart people have already created some models that apply to almost any change initiative and will help you whether you’re leading or merely hoping to survive the change.

Back in the early 90s, the General Electric Company – a master of organizational change and transformation – found itself at a crossroads. It had successfully implemented a quick model for coming up with solutions to complex problems faced in the business and was on the verge of adopting further discipline and rigor in its business processes in the form of Six Sigma.

However, the company also realized the importance of the Q x A = E equation we discussed way back when and knew they had to improve the acceptance of its brilliant solutions if they were going to be effective.

GE then commissioned a team of consultants to figure out how successful change works, and then codify it for the company’s employees to learn and apply. The result of their work was the Change Acceleration Process (or CAP), a seven-element, not-strictly-linear view into the move from current state to future state:
• Create a shared need
• Shape a vision
• Mobilize commitment
• Make change last
• Monitor progress
• Lead change
• Change systems and structures

A few years later, in 1996, Harvard business professor John Kotter published his seminal work on the topic,Leading Change. Kotter’s eight-step change model echoed CAP’s approach to putting shape to the previously amorphous idea of change:
1. Create urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the changes in corporate culture

Even without knowing the details, I’m sure you can see that using these two powerful lenses will allow us to see change a whole lot more clearly. Notice that change doesn’t involve 31 flavors or a 12-step program. Picturing change – putting it into a model that allows us to make sense out of chaos and lemonade out of potato peels – just requires wrapping our brains around seven or eight clear concepts.

The next time we chat, we’ll dig into the details on creating a shared need or urgency for a verb change. This is the first thing you have to do if you want to get your change initiative out of the boardroom and onto the floor.

Until then, do me a favor. Take five minutes to think about the worst change you were ever part of. What went wrong? What could have been done differently to make the change successful?

Eryc Eyl / Freelance Writer and Business Consultant