It’s actually quite simple, as is so often the case in life. It’s all about the obvious. If you’re responsible for a change process in your company or team, want to tackle it, or want to steer it in the right direction, then it all starts with you.
As the regular Gallup study shows, what matters most to employees is that their manager takes an interest in them. Conversely, this means that engagement arises when there is genuine interest, when there is a focus “on the other person.” Engagement is fundamental to employee loyalty, to the employee’s commitment to upcoming projects, and thus also to their commitment during the change process.
And this interest—and the resulting sense of commitment—would be rendered meaningless if you demanded something from your employees that you do not demand of yourself. For example, if the goal of the change process is for your employees to work more effectively, spend less time on smoking breaks, and perhaps be more mindful of expenses, then it’s important that you also apply those same standards to yourself—and, above all, do so openly.
Do you work effectively? Do you lead effectively? Do you run meetings effectively? Do you make an impact? What small breaks do you allow yourself? Do you also keep track of your personal expenses?
In the literature on change management (e.g., Kotter), this is referred to as “creating a sense of urgency.” Only when you make the change process your own and are willing to make sacrifices yourself will you become part of the (changing) system.
Take a critical look at your habits and perks at your level in the hierarchy: Are you also cutting back on smoking breaks or lunch meetings? Are you reducing costs by giving up your potentially expensive company car?
Your credibility is at stake—and so is the change.
