Confusing buy-in with a true commitment to change is probably one of the most common mistakes leaders make when it comes to organizational change.

You’ve probably seen – or lived – this scenario: Pleased that you have “buy-in” for your change, you proceed to implement.  Suddenly, all those people who bought in are singing a different tune.  As a result, you become frustrated, disappointed and very often left with a feeling of being let down. The people affected by the change are left feeling misunderstood and angry. They feel that the change is being forced upon them.  Regardless of the feelings, the label is almost always the same – resistance.

When it comes to organizational change, “buy-in” has become one of the most over-used and misunderstood concepts.

It is helpful to understand how buy-in and commitment to change differ. Buy-in simply represents a person’s agreement about the value and need for the change proposed.

Read the rest of this entry »

Recently I had a discussion with a client about the value of change management. As we were talking, one statement he made really stood out for me. He said “I am not really sure what I will get.” He was looking to understand what tangible difference he would see as a result of change management.

The reason this statement stood out for me was because it reminded me of our very human need for quick fixes or the silver bullet. Every day we are bombarded with products that are touted as the silver bullet, whether it is for getting fit, losing weight, learning a language, making more money or managing change.  The truth is that even these so-called silver bullets don’t produce results without some additional effort. Read the rest of this entry »

Last month we launched our new Living and Leading Change program, and I have been thrilled with the response.  It has allowed me to work closely with leadership teams to build commitment to the principles and practices of successful change into the very top layers of the organization.

As I have worked with both executive and managers, I have been interested to see that one question comes up consistently: Can we manage change if we don’t have an intended outcome? Or what if we are not sure of what the result will be – can we still manage the change? The short answer to this question is NO. Without a clearly stated and shared intended outcome you cannot enable change. Read the rest of this entry »