A friend of mine had a problem.
Notice that it really wasn’t me. It was a friend. I swear.
This person has experience, leadership skills, integrity,and know-how. And yet, when he had to lead a major change in his organization, hewasn’t getting the support he needed:
- Regardless of his expertise, experience, orcredibility, something stood in his way.
- Key stakeholders lost interest or engagement inthe change initiative.
- End users were confused.
- His team couldn’t communicate consistently aboutthe change.
- This honest, experienced, and dependable personwas stuck.
Sound familiar? These are all signs that my friend had atrust problem. If you encounter similar experiences, here’s what you can doabout them.
#1: Avoid the island
Remember the movie Castaway with Tom Hanks? He winds up on adeserted island and a volleyball becomes his best friend. He names thevolleyball Wilson.
Ever feel like that in your organization?
You’re busy struggling to survive. You feel the pain ofthings that aren’t going well. You wonder if any hope is left. You can’t flagdown anyone to help you, and you are left to your own devices, buildingmakeshift solutions and working incredibly hard to complete basic tasks thatshould be much easier. Oh, and you have maybe one person you can talk to aboutthe pain you are going through. That’s your Wilson.
How did you arrive at this island? Why are you working sohard to survive?
Without the entire crew in place to support you, you areleft to work things out on your own. It’s a bad situation.
You need a support team, a back-up plan, and buy-in.
Wilson is not enough.
#2: Build partnerships
Think about a time that you worked with someone who made youthink. A time that you had a casual conversation. After you were done, you werestill thinking about that discussion.
After spending time with them, you were still ponderingabout questions they asked, what you answered, and what it all meant.
That person demonstrated “organized curiosity.”
When others ask questions and seek to understand ourcircumstances, it is engaging. When they show they are curious about us, ratherthan having an agenda for ourselves, they increase the possibility that wetrust them. They cause us to think differently. And they are seen as morecredible.
Also, successful people build informal teams. The teamsaren’t just people in their departments. They are crews that support them inall areas of the organization.
These partnerships don’t happen by accident. You mustintentionally reach out to others. There doesn’t need to be an agenda.
It is more than taking someone to lunch. More thanvolunteering to work on a committee. It is about intentionally and honestlyreaching out to others in your organization to better understand how you canhelp.
It can be as simple as arriving a few minutes early to ameeting, to allow time for conversation.
Notice I said how youcan help them. Pay it forward.
What if you can’t help? That’s okay. But by finding ways tounderstand the needs of their area and the struggles they face, and then connectingthat to the big picture, you’ve built a partnership.
Think ahead to questions you can ask that help you betterunderstand their day-to- day circumstances:
- What has changed in our field? How does thatimpact your team?
- What do you think will be different in thefuture? How does that change how your team will work?
- What are the biggest opportunities for your teamto succeed?
- What is most important this year? Why?
These questions require more than a simple yes or no answer.That’s why they are engaging and encourage future discussion.
When your peers and colleagues understand that you aregenuinely interested in them, you are seen as a more valuable partner.
#3: Understandyour stakeholders
Knowyour audience. And your audience includes learners, executives, and, possibly,customers.
Think through the audiencesthat your area may impact. You will increase the probability that key audienceswill stand behind your department’s priorities.
While identifying audiences iscritical, you should also consider:
- Who can assist your team in anticipating other initiatives in your organization that can impact your plans?
- What other technologies or initiatives are competing for resources?
- What else is planned for your company that could conflict with an enterprise-wide rollout?
- Who is able to offer advice and guidance so that your team can prepare?
Depending on the size of yourorganization, you may need representation from:
- Human resources
- Compliance
- Information technology
- Internal help desks
- Risk and audit
- Project management
- Marketing
- Accounting
- Safety
- Quality
- Sales
Consideryour end users, also. Are there members of your organization that would beearly adopters of the system?
Howcan you build their support?
Rememberthat asking for everyone’s feedback, and acting on it, will gain buy-in.
#4: Build yourbrand, and your team
Consider ways to elevate your team and build your brandinternally.
Use existing resources to highlight any individual teamcontributions. This may include:
- Internal emails
- Internal newsletters
- Company intranet
- Company publications
- Press releases
- Visual presentation or highlights in yourdepartment
- Visual representation in key areas of yourorganization
If you are the department leader, consider identifying keydepartment members that best represent your area. Explore the same areas listedabove to assist them in building their own brand.
If your team or area receives recognition or rewards,whether individually or as a team, it is an opportunity to highlightachievements.
The recognition you and your team receive willbuild trust and credibility in and beyond your organization.
