“If we create yet another way to complete this process, then we’ll improve performance, but people will ask why they have to change.”
Change is a hard thing, certainly not the most desired thing, when caused by someone else. If your performance improvement initiative is going to get any traction, you will need to state the business reason for the change. Normally, you don’t have time for a complete business case. Even so, don’t ignore the need. Here are some tips you might be able to use in these situations.
It turns out that all business value can be linked to three concerns or sources of business value, but they are too abstract, and fail to be specific enough to provide much insight. On the other hand, I’ve seen this explained with thirteen sources as well. This creates confusion and just plain concern overload. In our experience, the above six sources of business value are sufficient.
You can state your principle business purpose for change aligned to one of these six purposes. As an example, “We need to change which will improve the way we accomplish , which will <increase/decrease> .
Once you have the Principle Purpose stated, our next step is to identify one of three types of process benefits.
- Uniqueness- The process changes you are suggesting will create a unique capability that no one else can provide.
- Familiarity- By making the suggested changes, we can leverage our understanding and familiarity with the problem, to produce better results than anyone else.
- Economy of Scale- By changing the process, we can leverage an economy of scale, and deliver solutions faster and cheaper than anyone else.
Finally, we need to specify a specific proposition. That is selecting one of the valid propositions from the matrix below.
The completed first paragraph would be something like;
“We need to change our prospect interview process to improve the way we accomplish Win/Loss reporting, which will increase sales efficiency. By leveraging our understanding and familiarity with the sales process, we can produce better results than anyone else. The bottom-line is that this change will deliver more value in less time.”
This is a fast paragraph, and gives people a logical argument. You and I both know this doesn’t go very far, and the real problem is an emotional issue. But, people must have that logical argument satisfied before addressing the emotional argument. With the logical argument set aside, the fear of the unknow and resistance to change can be addressed with other methods.