Ok, so you’ve decided to be a world-class social entrepreneur and completed the Impact Measurement and Management process.
(Seriously, well done you)
You’re likely to have identified the things you need to change, got all fired up and then BAM. You hit a stumbling block.
This can be for all sorts of reasons, but I constantly find that the biggest one is due to the resistance of the staff.
It seems no matter how much a staff member tells you they’re all for the cause, when it comes to the crunch, change seems a bitter pill to swallow.
And, annoyingly, it seems that they look at the negatives before the positives!
- How will their work day be affected?
- Will their role be different?
- Will they be expected to invest more time in making the change happen?
- Is there enough resource all round to redesign services and processes?
- Do they even understand why the change is needed or what it is at all?
And, to be honest…can you blame them?
A company’s success in achieving its goal is only as successful as the leader’s willingness to lead from the front.
That means, certain things should be put in place to ensure that the change starts from the top down.
Having worked with many organisations and their teams during the change process, I’ve become quite the dab hand at spotting the key things that need to be in place in order for the whole thing to run smoothly.
Ultimately, I learnt that to effectively implement change and continually focus on maximising impact, a company needs to embed IMM (Impact Measurement & Management) into the DNA of the organisation.
And, because I’m kind like that, I’m going to tell you how…
So, here are the 2 things to make change for your staff easier:
1 Watch your language!
No, I’m not talking about starting up a swear jar, I’m talking about getting into the habit of positively reinforcing the impact and outcomes you want to make, so it becomes second nature to the staff.
If the get used to hearing this and know that everything they do is in favour of and is working towards this, it’ll make for a stronger unit of understanding and direction.
2 Outcomes not Output!
It’s your job as captain to steer the ship in the right direction, which requires constant measuring to check that’s happening. Think about setting individual targets for your team members and put the onus of outcome not output.
Ideally, outcomes should be built into service or product design, so it happens automatically, but if you’re not at this place, then think about getting your staff together to look at this.
In staff appraisals, it’ll be therefore easier for you to see whether change is happening by the success of the outcomes achieved.
So, there you have it, 2 key ways to help your staff get to grips with change.
I’m curious, do you have any more you could add?
If you’d like to know more about impact measurement and management, then email me: firstname.lastname@example.org