Pulling Together

It amazes me how little time businesses invest in selling a new initiative within their organization. Whether you're embarking on a new sales strategy, a new product launch or a new computer system, often times, we fail to address the natural forces of resistance.

Perhaps you believe the value of the initiative is self-evident - so obvious that only a fool wouldn't buy in. Or perhaps you'll proceed with the expectation that "once people understand, they'll be on board".

Think again.

Take a major ERP implementation for example. There's a reason that more than 50% of all major I.T. projects fail.

And it's not the software.

And it's not the consultants.

It's YOU.

Projects are only powered forward by the incremental effort expended to overcome the resistance to change. When projects are first proposed, images like the one at the top of this post dance around our heads. Won't it be great when we get this thing done?

In reality, when projects are first announced, half the rowers are facing the opposite way! Fear of change, discomfort with the goals, fear of losing or changing one's job, learning something new, are all powerful resistance factors.

You wouldn't dream of starting a race with half the crew facing the opposite way - but companies do, everyday.

THE most important success factor for any corporate project involves getting your entire crew facing in the same direction, before you begin. You can do that with patience, understanding, training, education, coercion, rewards, threats or firings.

Successful companies vigorously address change management up front, before the race begins. And they continue to be vigilant throughout "the race", calling to task anyone who isn't pulling their weight.

The rewards are significant.

Not only will your project most likely be successful, you'll do it in less time and for less money.

To get you started, here's a Strategy and Business article which discusses the 10 Principles of Change Management.