Change management – don’t believe the hype

The comparison between sport and business is often mooted especially in the motivation of teams. Sports psychologists or sporting heroes are often heard at business seminars explaining how the mind of a top performing athlete works in the motivation and drive to reach their goals. These comparisons are very relevant but there is one parallel that in business we need to be careful of, especially in the delivery of change: believing the ‘hype’.

Let’s take the example of two recent sporting events;

David Haye recently fought Audley Harrison for a boxing world title. The run-up to the fight was notable for the verbal sparring between the two boxers and the predictions of how quickly each was going to win and humiliate their opponent. Now the statistics were clear, Haye had the better record and Harrison had some quite bad defeats, but if it was just based on statistics there would be no bookmakers. However, as the ‘Hype’ for the fight continued many started to believe Harrison had a chance; certainly the 20,000 fans that filled the MEN arena in prospect of a good fight must have believed in this hype. The result was less spectacular than the build-up with Harrison throwing just one punch and being knocked out in the 3^rd round. Not everyone likes boxing and certainly paying a lot of money to watch a 7 minute spectacle is losing even long term fight fans.

In the Formula 1 finale there was also plenty of hype in evidence. Fernando Alonso was top of the standings going into the final race of the season and he was “100% he would win the championship”. This time the statistics were not as clear cut but Alonso certainly didn’t have the fastest car and there were several permutations (300+ according to the analysts) of what could unfold in the final race which seemed to indicate a 100% guarantee was far from realistic. In the build up to the race the King of Spain was in attendance and the whole Spanish nation was expecting a Spanish world champion not least given that Alonso had guaranteed it.

The above examples are nothing out of the ordinary when we talk about sport after all it’s a game and the hype surrounding it is all part of it; the mind games and the building of drama to bring in fans and generate TV viewing figures is all part of the game. So how does this relate to delivery of change?

Business change or transformation is very much a psychological exercise regardless of what change a business is attempting to undertake, whether this is introducing Data Governance, technology solutions or the improvement of Information Operations. For change programmes to be successful they must engage with the stakeholders and gain buy-in. The same is true for the recipients of the change; if they are not accepting of the change in the first place nor remain bought-in throughout then the chances of success of the programme are limited. This is the main difference between the analogy of hype in sport, where it’s part of the game, and delivering change, where supporters are needed throughout the programme even when things aren’t going quite to plan.

There is a fine line to draw between creating the engagement and gaining support without building hype. A business case for a programme must be built on solid foundations; it must be measurable and the benefits must be clearly achievable. The same is true in the engagement with those who should physically see the benefits of the programme.

The statistics on the success of change programmes don’t support over hyping so we need to be careful with the expectation setting. I have heard communications from programmes that state that this will; ‘be the brave new world’, ‘revolutionise the way we do business’ or ‘make everyone’s life easier’. This certainly builds the hype around the programme but can risk the entire support from those who need to be involved. The reality on whether people will believe the hype on the programme is:

1. 1) Whether the recipients of the programme are aware of what is actually going to change. Not the business case but physically what will be different when the change is complete.

2. 2) Whether people in the business are saturated with change and are still waiting to see the new world from the last change that was undertaken.

3. 3) If the support that the hype builds be sustainable; the programme need to keep people engaged throughout and not just risk disappointing people when it comes to the sharp end of delivering it.

So what can change programmes do avoid the pitfalls of over hyping delivery?

Make it real

At Evaxyx we always start by identifying a real business scenario related to the proposed change that can be communicated to all levels and that explains the situation as it is now and why change is required. This positions the issues in a way that everyone can relate to and gives a sense of the need to make things better.

Question the change

A change proposition should be compelling in its own right, the business case should be robust and the change should be driven by those who need that change to happen. The change programme should help position these benefits and help gain further buy-in. If that clear case is not there or even if it is this should not be over played; if the change needs to be oversold then the question has to be whether it should be undertaken in the first place.

Under promise over deliver

The sense that things will be better after the change is an obvious requirement to gain the support for making the change in the first place. The aim should be to not to over sell the benefits and to delight the recipients when the outcome meets the promise or even exceeds their expectations. It’s also about positioning the programmes for when things are not going to plan. If you have overpromised then your stakeholders and those you require the support of will disengage when they are not getting what you sold them.

Be clear from the start

The message from the start needs to position the need for change, the benefits of doing it but also the difficulties surrounding the change and the pitfalls and roadblocks that are on the way. There should be no surprises to anyone involved in the programme and ultimately honest is always the best policy

Communicate

Communicate the real message to stakeholders and receipts of the change are receiving. The message should not be dressed up for the sake of a good article in the company magazine. Again use the real examples, have the people receiving the programme speak about what it means to them and play down the programme aspect of the change.

Within change delivery it is possible to lose people on the journey by over hyping the possibilities disappointing people as the programme progresses.

So don’t get knocked out in the 3^rd round by people who ‘don’t believe the hype’!

Possibly Related Posts:

• The Apprentice –or project mismanagement perfection
• Step into the light and realise true change