Leading change through clear why. Change is a constant in business. For any change to work well, the people in the team need to support it. A key way to get this support is by clearly telling them why the change is happening. This builds trust and keeps everyone involved and committed.
Leading Change – Common Oversight
Executives, want to avoid a big mistake? A mistake that I’ve experienced and seen in other leaders involves failing to clearly explain the “why” behind decisions. Often, we leaders launch significant changes without thoroughly conveying the reasons and the benefits for our team members (“what’s in it for me?”). We think we’ve communicated well, but many team members still don’t understand the need for change.
Effective Communication Strategies
Here’s what I’ve learned:
- Repeatedly explain the reasons (the business case) and the benefits to the team in various settings and through different methods. Listen actively and encourage your team to ask tough questions in open discussions. This approach isn’t easy, but it’s essential for success.
- Resist the urge to discuss the details of the What, When, Who, Where, or How of the change until you’ve effectively explained the Why.
This approach really works!
The Power of Understanding Why
Understanding the importance of ‘why’ is crucial for leaders. When leaders take the time to explain why decisions are made, changes go more smoothly, and everyone understands better. Open talks that allow team members to ask questions make this process more effective. This enhanced communication not only simplifies the change process but also strengthens team cohesion and motivation. By nurturing a culture of transparency and open dialogue, leaders can foster a sense of ownership among team members, ensuring that changes are embraced rather than resisted. This collective commitment helps propel the organization forward, enabling it to adapt and thrive in a dynamic business environment.
8 years as a successful senior advisor and 18 years as an executive leader in the industry. Leadership roles: in Aerospace & Defense and Space,
Industrial (Doosan Bobcat, VP Global Ops & OpEx, John Deere, started career as a mfg engineer), and Corp Board of Director roles, 5 years.
