As you wrap up your presentation on the change plan, you smoothly swing into your call to action, outlining what will be required of the sponsors around the table. “…So, can I count on each of you for your support?”
“Of course!”
“No problem. Let us know what you need.”
“The plan looks good. When is the next update?”
Thirty minutes later, closed door huddles and back channels headline a different story response:
“Support yes, but can the project have my best people? Hell, no!”
“Right. This project is important, but not nearly as important as my ten other objectives. I’ll prioritize my help accordingly.”
“That timeline is way too aggressive. Let’s give it 6 months and then see if it’s worth endorsing.”
We’ve all been there. Translating commitment into action at the senior level of an organization can be one of the toughest challenges. Some leaders are outright naysayers, but many take a passive approach to resistance that can leave the change lead in a difficult position. After all, one of the most critical questions when it comes to readiness is, “Do you feel your leadership is supportive of the change?”
Without the visible endorsement of leaders, projects have little hope of getting employee buy-in, and little change of success. It’s easy to say: “Build a coalition of support!” But, how do we convert our executive resisters into frontline leaders for change? Here are four tactics for your toolkit.
1. Go Over Their Heads
I know, I know. This is the worst option, so let’s get it out of the way. If nothing else works, you may need to take it up a level to get leverage to force support.
This is risky. Leaders rarely want to force people to get in line lest it compromise the working relationship. And even if the resistor is willing to comply, employees can smell insincere endorsement a mile away, causing an even greater credibility hit for the program.
2. Stop Talking about Change Management
I challenge you: Hold an entire meeting about managing change without using the word change. Trust is built on shared language and many execs do not speak our language. We must speak theirs. Focus on these power terms:
- Business strategy
- ROI and returns
- Customer benefits
- Growth
- Strengthening competency
- Speed of adoption
You are supporting a project that exists to satisfy a business outcome. Your work is focused on helping to achieve those results. The discipline of change management is irrelevant to the discussion. You may want to change your title, too. Try out Adoption Manager or Solution Accelerator. (I’d love to hear your alternatives!)
Speaking the language of business often helps recalcitrant leaders ‘get it’ and sign on with your plan.
3. Appeal to Self-Interest
WIIFM applies to executives the same way it applies to every employee. However, the benefits are very different at the top level of the organization.
One of our primary jobs is to build strong relationships across the executive team. In the process of building rapport you are also looking for signals indicating what is important to the individual:
- Career progression
- Strategic accomplishments
- Reputation and image
- Time with family
Once you understand what motivates leaders, you can tie your own goals. For example, driving early buy-in will save a ton of follow-up work later, saving bundles of leader time which easily creeps into evenings and weekends.
I have received many accolades for my work on executive presentations. But seriously, who wants to be known as PowerPoint Master? Not me. However, it’s unimportant. I know that when I make them look good, they are much more amenable to supporting my work and saying the words I need them to say. If that takes dazzling slides, then so be it.
4. Just Sign Here
Some executives just won’t buy-in. They think the project is a bad idea or simply does not merit their time. Uncovering that truth gives you options:
- Can I have your agreement to compose messages on your behalf? I just need you to endorse it.
- May I work through your communications lead to inject project elements to your unit’s regular communications?
- I’ll be scheduling a meeting with your managers to walk them through what to expect. Would you be willing to kick that off or can I say I have your endorsement?
On every project we aim to deliver our best, but resistance is a reality we must live with. When you encounter it, select from the four approaches to sustain forward momentum.
Viva la change!
