ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: The Hard Truth About Leading Change

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The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.

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The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.

They will disrupt and derail everything you're working to achieve.

Welcome to Moments with Marty.

Your short, sharp shot of leadership insight to help you to stay on track between our weekly episodes of the No Bullshit Leadership Podcast.

Before we get into today's moment, I just want to give a trigger warning.

I'm going to use an expression that some people may find confronting or even disturbing.

I thought about it carefully, and I decided to go ahead anyway

because I believe it needs to be this graphic to get the point across with sufficient impact.

But if you're feeling at all fragile at the moment, I'd suggest you just skip this episode.

All right, still with me?

And let's get into it.

When I released episode 56 of the podcast, dealing with change resistance, I gave it the subtitle, you will have to shoot a hostage.

Now, as I said, quite a graphic expression and I know it sounds a little severe, but having run several turnarounds over the course of my executive career,

I was able to observe at close range the things that make a major change successful and the things that derail it.

I've read a lot of literature on organisational change and much of it is incredibly useful in framing a change initiative.

But if you ever wondered why your change didn't go as well as you'd hoped, despite your diligent, well-intentioned adherence to the frameworks?

Well, it's likely that something was missing, a make-or-break part of any successful change program that's often overlooked.

It has to be abundantly clear to everyone that not changing is not an option.

I would absolutely love a world where every single person chose to embrace the change and move forward, but my experience tells me that this simply isn't the case.

There are always going to be people who are too invested in the status quo.

And for those people who have absolutely no intention of supporting the change, you can't mollycoddle them.

You have to be swift and decisive.

The bottom line is, if someone isn't prepared to at least attempt to change, then they can't be on the team.

They will disrupt and derail everything you're working to achieve.

And if you think that's a bit harsh, look at it this way.

Why on earth would you let the vast majority of good

people be held back by a few rogue individuals who are self-seeking, dishonest and subversive.

So yes, you want to bring everyone along for the journey.

You want to give them a strong rationale for change and give them the opportunity to buy into it.

As the ADKAR methodology suggests, you need to help your people to build their awareness, their knowledge, their desire and their ability.

And when they move in the right direction, you've got to reinforce their behaviours.

But all of this comes to nothing

if you allow pockets of resistance to destabilise and impede the change process simply because you're not prepared to enforce the standards.

Momentum is critical in change initiatives.

And if there are no consequences for people who choose to behave badly, you will never get the momentum needed for truly successful change.

I use the expression shooting a hostage because it has a dual purpose.

The first, of course, is that you remove someone who would otherwise derail the change process.

But the second and much more important purpose is sending the right message to everyone who remains.

It demonstrates that you're serious.

You actually mean what you say.

If there are no consequences, then what comes out of your mouth is just conversation.

And when you're executing major change, consequence-free environments simply don't work.

For more depth on this insight, have a listen to episode 56 of the No Bullshit Leadership podcast, Dealing with Change Resistance.

We'll leave a link in the show notes.

I really hope you enjoyed this moment and that it gives you that extra little spark to be a No Bullshit Leader.

Thank you.

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