Almost 15 years ago, we introduced the idea that four key actions could work together to support the changing mindsets and behaviour of the workforce. These are: fostering understanding and conviction, reinforcing change through formal mechanisms, developing talent and skills, and modeling of new roles.The challenge for executives now is that they must learn to apply the model in new and imaginative way.
Two key features of the modern workplace are particularly important in the context of change. One is the increasingly advanced technological and digital landscape, including mobile connectivity and social media, that has opened up exciting new possibilities for influence. The second is the new generation of millennial employees. On the surface, at least, they seem to have different needs and respond to change in ways that set them apart from their more tenured coworkers.
Digital advances can turbocharge efforts to foster understanding and conviction, thereby helping employees to feel more involved in change efforts and better play a role in shaping them. Consider, for example, how modern digital communications make it easy to personalise messages, tailoring them to the needs of individuals and delivering them directly to frontline employees. We take such personalised communications for granted, but they are significant in the context of major change efforts: they help to prevent a break in the cascade when a message trickles down from the CEO through middle management.
Technology also can help identify obstacles to change, such as overconfidence in your abilities or knowledge. Rapid-fire online polling tools make it relatively straightforward to take an organization's pulse, identifying differences in outlook and understanding between top management and the rank and file.
More positively, leaders can use technology tools to celebrate skill building. For example, digital tools give organizations a creative way to show how increased effort (such as the adoption of new software or attendance at a training programme) can improve performance. By profiling success stories on company intranet pages and displaying training certificates and "badges" on Chatter and Yammer, organizations can instill a sense of control and competence that stimulates the improvement efforts of both individuals and teams.
Social platforms are more than just tools for communication and for building skills and a sense of community. They provide a sophisticated analysis that reinforces role modeling and builds up a momentum of influence. Over the past couple of years, we've seen a growing number of companies use social-networking analyses and similar techniques to help identify hidden influencers: people whose attitudes may command respect among their colleagues and whose role might be critical for the success of a change programme.
Companies can now influence people in new ways
1. Role modeling - "I see my leaders, colleagues, and staff behaving differently."
- What's changed - Social networks allow companies to gauge the opinions of the group - but employees can also be easily swayed by the collective voice.
2. Fostering understanding and conviction - "I understand what is being asked of me, and it makes sense."
- What's changed - Technological advances and new channels facilitate more frequent and increasingly personalised communication.
3. Reinforcing with formal mechanisms - :I see that our structures, processes, and systems support the changes I am being asked to make."
- What's changed - The things that motivate millennials probably differ from what motivates more tenured employees - organizations may need to be more creative with rewards.
4. Developing talent and skills - "I have the skills and opportunities to behave in the new way."
- What's changed - Digital platforms provide an opportunity for organizations to highlight - and celebrate - those who have acquired new knowledge and skills.
Yours,
Something Small Thinking Big
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