by Peter A. Arthur-Smith, Leadership Solutions, Inc.®

“The problem is, most of us (doctors) are just like our patients – we often ignore good advice when it conflicts with what we’ve always done.” NY Times article by Danielle Ofri, Associate professor at NY University School of Medicine, October 2015.

 In similar terms, executives are like their workplace people: they often ignore good advice when it conflicts with what they’ve always done. The writer of this article is guilty, too. Trying as hard as possible to keep this bad habit in check, he noticed how some clients seem to appreciate insightful advice, but, without regular nudges until any change occurs, they too often slip back into their default behavior.

Take an example from Ofri’s article as a medical professor: she cited giving advice to her diabetes-threatened patient to eat one fruit or vegetable a day. Her patient was teetering toward glucose levels that would result in diabetes. She also advised her patient to cut out a serving of junk food daily. Her fruit-vegetable recommendation would be a modest step in the right direction, which her patient seemed to buy-into.

Ironically, Ofri looked at her prior patient meeting notes, after the person left, and found she had given similar advice at several prior check-ups to no avail. This article writer has heard almost identical stories from clients, when corralling their people to step-up. Clients discovered that, without using the right staging and near-term nudges, nothing happened.

So, it becomes clear that, despite or even with their own bad habits, executives typically find it rather difficult to encourage their people to make changes. Over the years, this writer has steadily come to terms with the reality that there are those open to make adjustments; others who will make them with enough corralling; and those – typically people with low self-esteem – where it’s probably a waste of time trying to stimulate them to change.

Executives who become pretty good at making changes themselves, seem to have a much easier time getting others to do the same. Let us primarily focus on the first two groups, with a quick word about the third:

»Those Open to Change – Firstly, it’s important to understand that this grouping is a relatively small segment of the working population: 12% at best – and they’re spread across the workplace population at large. There’s no guarantee you will get your fair share without thoughtful and disciplined hiring.

How do you discover who they are once they’re on your team? Apart from those people who have consistently shown their ability to adapt and change, you’re left to figure out who the others may be. Other than the use of insightful, personal surveys, executives are left with taking a special interest in likely staff members over a 6-9 month period. Make a note of those eager to learn, willing to come up with more creative solutions, and open to new ideas. Further along, we will review what to do with those who meet this test.

An important note: With executives who are not fast change-agents themselves, it is probably far-fetched for them to expect their people to be open to change as well. Another bad habit of some executives is not to be open to much change personally, but expect their people to jump through varying scenarios that they wouldn’t do themselves.

»Those Inclined to Change – A fair chunk of any typical workforce is likely to fall into this category. All too often, they are lumped with those “not open to change.” This grouping, handled properly, can propel a company to join its best in class. So many ventures miss a great opportunity because they don’t possess the human savvy or patience to  recognize or co-opt this particular grouping.

When it comes to human savvy: this includes providing a stimulating environment which lifts people’s heads and raises their expectations. It is where a clear and compelling organizational vision and purpose is articulated. Moreover, it is where people feel they have the know-how and resources to accomplish what’s necessary. It is also where people feel they have realistic objectives coupled with the right  human outcomes.

Once their organization gains momentum within such a progressive framework, individuals within this grouping will be much more open to make necessary adjustments. Opportunity opens their minds to fresh possibilities, which in turn opens their minds to change; as per the first grouping.

» Those Least Open to Change – Again, this group has invariably come from a background of bad experiences and poor management that has caused them to close their mind to making changes.

Even where you expose them to a compelling vision-purpose, their sense of cynicism will just not open their minds to fresh possibilities. You then have to assess how essential they are to your enterprise and whether they should be encouraged to pursue their career elsewhere. As we all know: “You cannot make a silk purse out of a sow’s ear.”

With these understandings, we can now approach the issue of launching and sustaining change among the first two groupings – which includes yourself. This comprises giving people sufficient compelling reason to adjust and then nudging and encouraging them until it happens. Take the longer view. More often than not, it takes people 6-9 months  to complete a cycle of change. People are a slow-changing resource; a reality that frustrates so many impatient executives.

Funnily enough, the more frustrated and impatient an executive becomes, the less likely the desired change will occur. People lose their goodwill when confronted by a frazzled executive. Beyond that, executives can bring out the “big stick,” which may work for the moment, but more likely induce rebelliousness or stubbornness. Both suppress the goodwill vital for people change. This is where emotional intelligence  among executives comes in: that cool, intelligent patience, with an ounce of humor, and the right cut-offs.

»Compelling Vision-Purpose-Reason – Neither you nor anyone on your team are going to make personal adjustments without the right reason. Reconsider our earlier example of the patient who wasn’t willing to change her diet, despite the strong possibility of incurring diabetes.

For those of us open to change that might be sufficient reason. But, for those less open to change, without a profound discussion by their doctor comprised of: the need for considerable dietary adjustment, the inconvenience of treatment schedules, the possibility of blindness or liver problems, and the sheer positive advantages of remaining diet-free; there will be no basis for change. Many physicians don’t have the people skills to take this approach. Doctors have to call upon their best bedside manner and patience  to make their case strong enough. Executives have to do the same.

In the case of those least likely to change, there is minimal chance of getting them onboard.  Reality shows that leaders are more likely to succeed than managers in this area because leaders possess the mentoring and empathy skills to co-opt people. Managers are more likely to make it a rational systems exercise. Systems are usually designed to funnel people in a particular direction. Once people catch on to being funneled, the required goodwill to induce change drops. Managers believe people respond to cookie-cutter approaches; which may have been possible 70-100 years ago, but no more.

»Encouragement and Nudging – Since people are a slow-changing resource, they invariably need some positive nudging until adjustments take hold. Too often people can return to their normal habits, even when exposed to a compelling purpose. They have every intention to change; although, when they return to their daily work environment, it can submerge their intentions. Just think of sticking with our New Year resolutions!

Consequently, any change-proposer needs to touch base and nudge their people in an encouraging manner for them to follow-through on their intentions and reasons for change.

  If you wish to make progress in this arena and become a catalyst for people change, start off by picking those most open to change. Then use your people skills to mentor and convince this grouping to make their particular changes. Spend the time to make their issues vital and paramount. Show regular encouragement and realistic patience until the change occurs. Armed with this success you can now move onto others.

  Don’t forget: When you take-on the partially-open-group, you have to initially build a compelling and conducive work environment to raise their heads. Now you can start talking about their personal changes.

To learn more about being an effective “change-proposer”, talk with: