Across the world, countless change initiatives are underway. Yet, despite the best intentions, the majority fail to deliver the desired results. Studies estimate that 60 – 70% of change efforts fall short.
If you want to drive effective change, here are five suggestions to consider.
1. Focus on one critical change
In October 1987, Paul O’Neill gave his first speech as the new CEO of Alcoa, a leading aluminum manufacturer. Instead of discussing profits or reorganization, O’Neill declared, “I want to talk to you about worker safety.”
Investors were surprised — safety was not on their list of priorities. But O’Neill understood that focusing on one critical issue could catalyze broader change. By prioritizing safety, he aimed to transform behaviors and systems across the company.
During his tenure, Alcoa reduced lost workdays due to injury from 1.86 to 0.2. One year after his speech, the company’s profits hit record highs. O’Neill’s focus on safety created a ripple effect that redefined Alcoa’s culture and performance.
The lesson is clear: avoid trying to change too much at once. Identify one critical area where change will make the most significant impact and channel your efforts there.
2. Identify who needs to change
Change does not happen in a vacuum — it happens through people. Begin by identifying your target group. These are the specific individuals or teams whose behaviors need to change. For instance, this might be middle managers, customer service representatives or policymakers.
Next, identify your support group. These are the people who can influence and assist the target group. In a family, this might be parents supporting a child’s behavior change. In organizations, it could include managers and colleagues who provide guidance and resources.
3. Define specific behaviors
Vague goals like “creating a world-class organization” or “fostering a customer-focused culture” are inspiring but unhelpful without concrete actions. Leaders must clearly articulate what people need to stop doing and start doing.
For example, instead of saying, “We need to be more entrepreneurial,” specify, “Managers should seek out one new revenue-generating opportunity each quarter.” Precision drives action and ensures everyone understands the expectations.
4. Assess ability and willingness to change
Is the target group able to change? Do they have the knowledge, skills and resources to perform their new roles and responsibilities?
If members of the target group are unable to change, you need to find out what is lacking. Close those gaps by instituting training programs, coaching, mentoring and upgrading equipment.
Is the target group willing to change? Do they have the motivation and confidence to make the needed changes?
If members of the target group are unwilling to change, find out why. Some people may need to be transferred or terminated. Some of the actions you can take to increase people’s willingness include:
- Reminding them of the organization’s mission and vision
- Provide cheerleading support and encouragement
- Remove obstacles or resolve issues that are demotivating
5. Implementation is always more complicated than it appears
- Implementation is inherently messy and rarely precisely goes as planned.
- Celebrate the early successes, it builds momentum.
- Flexibility is essential.
- Some leaders struggle because they are slow to adapt or hesitant to make necessary adjustments.
Being a change agent is hard work. These suggestions can help you achieve success.
The best change agents help organizations become more effective (focused on the right things) and more efficient (no waste).
Opinions expressed by SmartBrief contributors are their own.
____________________________________
Take advantage of SmartBrief’s FREE email newsletters on leadership and business transformation, among the company’s more than 250 industry-focused newsletters.