Trying to get your boss and leadership team colleagues on board?
Don’t “hope yourself” to death!
I’ve often advocated for significant strategic changes where I’ve worked.
Trying to influence others we don’t control always involves the same kind of process:
See an opportunity or challenge
Identify a good solution, usually based on frameworks that have produced dramatic results in other organizations
Discuss the problem and solution with colleagues who support change
Share with the boss and the leadership team
Seek a decision to forward
The results of these efforts vary widely. From my experience, sometimes the magic works, and sometimes it doesn’t.
It’s rare that everyone jumps on board. And sometimes people seem supportive (how can they not? It’s a great idea!), only to resist.
Leadership team members often wait to see whether — and how strongly — the boss supports the change.
They may say yes at the conference table and walk out saying to themselves, “I’m not doing that!” They might advocate for the status quo or their preferred opportunity or solution.
I believe change is essential, and I am committed to making it happen. I’ll do whatever I feel necessary, and the problem lies therein.
It’s okay to be a little naïve because not knowing you can’t do something might be the only way you can actually do it.
On the other hand, you have to be realistic. It’s okay to try and see how it goes. Maybe once or twice.
As the change agent, you must consider the following:
Whether this is likely to work
What are the risks?
Is it worth the effort for
the organization?
me?
my job?
my career?
If not here, where else can I make a difference?
The answers are consequential, and we sometimes put off asking the questions or taking the steps that those answers require of us. I know I’ve done that.
Yes, there’s no progress without hope, but you must also see clearly. In other words,
Don’t Hope Yourself to Death! Capisce?
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There’s a lot more to tell.