Change (Part 1)
From the beginning of our existence, most of what’s around us was created by people for people. Step by step we transitioned from walking to riding to driving to flying to space travel. We progressed from dying of simple infections to antibiotics and vaccinations. From living in primitive conditions to homes with climate control and all the latest gadgetry.
While very few, if any of us, would voluntarily give up these advancements to step back in time, understanding clearly how much safer and more comfortable life is today, why is it we still resist the very thing that drove these innovations?
Change.
HR guru Connie Podesta says it is because most change requires work to adapt and we don’t want to do the uncomfortable work required.
Controlling the message of change is the most important part in getting buy-in from those we are asking it from. And “why” is the most important part of the process. Simply because when asked to change, most of us ask, “What’s in it for me? Why would I want to do this?”
There is a very compelling “why” that we should all wrap our minds around. Relevancy.
David Marcum and Steven Smith, authors of egonomics describe something called the “Relevancy Curve.”
If we don’t make the choice to change, we will change anyway. We change everyday—without any effort. People who stay the same move backward. When we stand still, people pass us, and so our status changes.… The business world grades performance on a curve, and someone is pushing that curve upward right now. Even if it’s just one person who pushes that curve, everyone else will be measured by a higher standard.
As we transition ever more quickly into a global and technology driven economy, the willingness to change and ability/agility to do so will become increasingly more important. Getting this message out to our employees on a regular basis and staying on this message is critical to the process.
So the big “what’s in it for me?” that our employees need to understand is the continued relevance of your company and product is driven by a willingness to embrace change.
Connie Podesta believes, “If your company isn’t implementing almost more change than you can stand—they’re probably not going to be in business in 5 years.”
When Connie is asked to come help a change movement at an organization, her message is simple. “No one is asking you to love the change—they’re just asking you to give it your best shot.”
Either that or go the way of Atari, AOL, or the Walkman…companies and products that stood at the top of their arena only to be passed by those willing to innovative and change.
“If you don’t like change, you’re going to like irrelevance even less.” - General Eric Shinseki
