Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today by Jack Welch, Suzy Welch Read Free Book Online Page A
Authors: Jack Welch, Suzy Welch
new approach will make its own case, loud and clear.
WRESTLING WITH RESISTERS
----
For eight months, I have been running a company with enormous growth prospects, but now find myself facing a real barrier to progress. Certain members of my team, ten years older than me and with fifteen years seniority, are unwilling to change. In fact, it has taken me more than four months to get some of them to accept different ways of doing things. What should I do?
— MEXICO CITY, MEXICO
----
F irst off, you can slow down a bit. Four months is too short a time to convince most people to change their morning coffee routine, let alone how to do work they think they’re very good at already.
But that doesn’t mean you stop pushing for change. In fact, even as you recalibrate your timing, be certain you really have a “wow” vision of the future to sell your team. By “wow,” we mean a vision that is inspirational from a business perspective, but as important, one that speaks to the real question on everyone’s mind during any change program: “Hey, what’s in this for me?” The answer could be increased job security, or more money, or better opportunities for promotions down the road—or all three. Just make sure that every time you mention the company’s need for strategic change, you include a subtle (or not-so-subtle) message about the positive personal outcomes. Even if people are older and more senior, they will hear it.
And then, as soon as the change program’s early wins start occurring, perhaps in the form of higher margins or more customers, deliver on your promises. That is, increase salaries, give extra bonuses, or promote people more quickly. Nothing overcomes resistance to change faster than success, especially if that success improves the lives and careers of the team who made it happen.
That said, there are simply some people who constitutionally cannot stomach change. You’ll never be able to sell them your vision, convince them that there’s something in it for them, or reward them enough when it occurs. Luckily, these diehard resisters are actually few in number. We figure that about 10 percent of employees are born “change agents,” embracing the new with energy and optimism. Another 75 percent or so may not lead the charge, but once they are persuaded change is necessary, say, “OK already, let’s get on with it.” The remainder are resisters, who are just so entrenched in the the old way, either emotionally, intellectually, or politically, that they will fight change until the bitter end.
These people usually have to go. And when they do, you have a big responsibility not to let them quietly depart “for personal reasons.” That phony pabulum does the organization no good whatsoever. When hard-core resisters depart, you need to let everyone know they had to leave because they did not buy into the new vision. Yes, wish them well, and even help them find another job where their approach fits. But don’t pretend that people who do not accept the future can stay in the fold. They can’t.
Most change programs usually take about a year to get traction—that is, before people start to feel any impact and know the change is for real. If you have a persuasive case and lots of positive energy, most of your team will come with you, even some of the “older and wiser” ones who seem so resistant today.
BUILDING TRUST FROM THE TOP DOWN
----
Is there a short answer for building trust in the workplace?
— JOHANNESBURG, SOUTH AFRICA
----
Y es, very short: Say what you mean, and do what you say!
Trust fritters and dies two ways. First, when people aren’t candid with one another. They sugarcoat tough messages. They use jargon and baloney to purposely make matters obscure and, therefore, themselves less accountable. The only way to get candor into an organization is for the bosses to identify it as a top value, consistently demonstrate it themselves, and reward
WRESTLING WITH RESISTERS
----
For eight months, I have been running a company with enormous growth prospects, but now find myself facing a real barrier to progress. Certain members of my team, ten years older than me and with fifteen years seniority, are unwilling to change. In fact, it has taken me more than four months to get some of them to accept different ways of doing things. What should I do?
— MEXICO CITY, MEXICO
----
F irst off, you can slow down a bit. Four months is too short a time to convince most people to change their morning coffee routine, let alone how to do work they think they’re very good at already.
But that doesn’t mean you stop pushing for change. In fact, even as you recalibrate your timing, be certain you really have a “wow” vision of the future to sell your team. By “wow,” we mean a vision that is inspirational from a business perspective, but as important, one that speaks to the real question on everyone’s mind during any change program: “Hey, what’s in this for me?” The answer could be increased job security, or more money, or better opportunities for promotions down the road—or all three. Just make sure that every time you mention the company’s need for strategic change, you include a subtle (or not-so-subtle) message about the positive personal outcomes. Even if people are older and more senior, they will hear it.
And then, as soon as the change program’s early wins start occurring, perhaps in the form of higher margins or more customers, deliver on your promises. That is, increase salaries, give extra bonuses, or promote people more quickly. Nothing overcomes resistance to change faster than success, especially if that success improves the lives and careers of the team who made it happen.
That said, there are simply some people who constitutionally cannot stomach change. You’ll never be able to sell them your vision, convince them that there’s something in it for them, or reward them enough when it occurs. Luckily, these diehard resisters are actually few in number. We figure that about 10 percent of employees are born “change agents,” embracing the new with energy and optimism. Another 75 percent or so may not lead the charge, but once they are persuaded change is necessary, say, “OK already, let’s get on with it.” The remainder are resisters, who are just so entrenched in the the old way, either emotionally, intellectually, or politically, that they will fight change until the bitter end.
These people usually have to go. And when they do, you have a big responsibility not to let them quietly depart “for personal reasons.” That phony pabulum does the organization no good whatsoever. When hard-core resisters depart, you need to let everyone know they had to leave because they did not buy into the new vision. Yes, wish them well, and even help them find another job where their approach fits. But don’t pretend that people who do not accept the future can stay in the fold. They can’t.
Most change programs usually take about a year to get traction—that is, before people start to feel any impact and know the change is for real. If you have a persuasive case and lots of positive energy, most of your team will come with you, even some of the “older and wiser” ones who seem so resistant today.
BUILDING TRUST FROM THE TOP DOWN
----
Is there a short answer for building trust in the workplace?
— JOHANNESBURG, SOUTH AFRICA
----
Y es, very short: Say what you mean, and do what you say!
Trust fritters and dies two ways. First, when people aren’t candid with one another. They sugarcoat tough messages. They use jargon and baloney to purposely make matters obscure and, therefore, themselves less accountable. The only way to get candor into an organization is for the bosses to identify it as a top value, consistently demonstrate it themselves, and reward
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