Transcript
00:06
Any business succeeds because the people associated with it succeed.
00:11
That includes personnel, partners, suppliers, teams, customers, and investors.
00:19
There are many different things that connect people to their work. People use things like methods and processes, systems, tools and policies.
00:29
Just because those things change doesn't mean that people change how they behave or even that they'll be successful.
00:37
In order to be successful at changing the technology that you are using,
00:42
you have to manage that change, and manage the behavior changes that go with it.
00:49
If there is one key critical question, this is it.
00:55
How much of your business objective success depends upon people adopting a new way to work.
01:02
Change, good, bad or indifferent is always two things. It's always destructive and all change is painful.
01:12
Even when you're buying something amazing, like a big screen TV,
01:15
it includes the pain and expense of the disruption of swapping it out for the old one and setting it up just right.
01:24
Because of this, people don't change just because we ask them to.
01:28
It has to be worth it and you have to help them understand why it's worth it.
01:35
And along the way, you may have to remind them many times why it is worth it.
01:41
If you don't execute the change carefully, the disruption could be a huge train wreck.
01:48
There are three major ways in which change efforts fail.
01:52
First, either poor or incomplete adoption or poor proficiency,
01:58
means, that we don't see the full potential of our change effort.
02:03
Next, a slow speed of adoption increases the time and the cost it takes, robbing us of the benefits.
02:10
If we're too slow, we might never finish and we see failure mode number one.
02:16
Last, we start to change, but in the heat of the moment when things really need to get done, people revert to old habits,
02:25
and they revert back to old behaviors rather than the new behavior which causes the new behavior not to stick.
02:34
The thing is we want to make change for a reason to gain something from it.
02:40
If we fail, we don't see the benefit we wanted, but we still invested everything in the effort.
02:47
However, if we execute that desire change efficiently and effectively, we can accelerate the achievement of the benefits.
02:56
That means we get the benefit sooner and usually for less cost, which effectively increases the value of the change.
03:04
My point is planning and executing change effectively not only prevents loss of benefits,
03:11
it increases the value of the benefits.
00:06
Any business succeeds because the people associated with it succeed.
00:11
That includes personnel, partners, suppliers, teams, customers, and investors.
00:19
There are many different things that connect people to their work. People use things like methods and processes, systems, tools and policies.
00:29
Just because those things change doesn't mean that people change how they behave or even that they'll be successful.
00:37
In order to be successful at changing the technology that you are using,
00:42
you have to manage that change, and manage the behavior changes that go with it.
00:49
If there is one key critical question, this is it.
00:55
How much of your business objective success depends upon people adopting a new way to work.
01:02
Change, good, bad or indifferent is always two things. It's always destructive and all change is painful.
01:12
Even when you're buying something amazing, like a big screen TV,
01:15
it includes the pain and expense of the disruption of swapping it out for the old one and setting it up just right.
01:24
Because of this, people don't change just because we ask them to.
01:28
It has to be worth it and you have to help them understand why it's worth it.
01:35
And along the way, you may have to remind them many times why it is worth it.
01:41
If you don't execute the change carefully, the disruption could be a huge train wreck.
01:48
There are three major ways in which change efforts fail.
01:52
First, either poor or incomplete adoption or poor proficiency,
01:58
means, that we don't see the full potential of our change effort.
02:03
Next, a slow speed of adoption increases the time and the cost it takes, robbing us of the benefits.
02:10
If we're too slow, we might never finish and we see failure mode number one.
02:16
Last, we start to change, but in the heat of the moment when things really need to get done, people revert to old habits,
02:25
and they revert back to old behaviors rather than the new behavior which causes the new behavior not to stick.
02:34
The thing is we want to make change for a reason to gain something from it.
02:40
If we fail, we don't see the benefit we wanted, but we still invested everything in the effort.
02:47
However, if we execute that desire change efficiently and effectively, we can accelerate the achievement of the benefits.
02:56
That means we get the benefit sooner and usually for less cost, which effectively increases the value of the change.
03:04
My point is planning and executing change effectively not only prevents loss of benefits,
03:11
it increases the value of the benefits.
How much of your initiative’s success depends upon people changing the way they work?
To make sure you're ready for the change, use the Change Planning Readiness Assessment worksheet found within the downloadable resources available on the module overview page (click on the Download resources button).
