As I travel the country and speak with various business leaders, executives and managers, a recurring theme occurs: "How do I create Buy-in and lower resistance to change?"

If you're one of those who might be losing sleep, hair, or peace-of-mind, over this topic, there is hope. The good news is that change is not new. Nor is resistance to change. The other good news is that everyone is capable of change-they've been doing it all their Life!

The story goes like this: There was a dog howling because he was sitting on a nail. A passer by asked the owner why his dog was hollowing. The owner explained his dog was sitting on a nail. The stranger asked: "Why doesn't he move and get off the nail?" The owner explained: "Because it doesn't hurt enough yet."

This little story reveals much about the change process: we usually resist change until one of two things happens:
1. It hurts too much to keep doing things the old way (sitting on the nail) or
2. We see an overwhelming reason/benefit to make a shift (get off the nail).
3. Everyone has his or her own process in dealing with the change.

As leaders, we can use this information to assist people to move through the change process while increasing buy-in and lowering resistance. Simply stated, you can:
1. Increase the pain,
2. Create an overwhelming reason for making the shift and
3. Support people in their process.

We usually encourage focusing on items 2 & 3. By exploring these three areas:
1. Creating a compelling vision,
2. Building a strong WIIFM (What's in it for me?) and
3. "Tap into my ideas".

In this issue we'll focus on topic #1: Creating a compelling vision! (Space is short so that'll give me a topic for the next two issues of your E-WOW newsletter!)

Create a Compelling Vision: Create and communicate a compelling vision. A vision in which every team member "gets" and can own. When the vision is weak or not compelling, or worse yet, non-existent, the team struggles.

The bible puts it this way: "Where there is no vision, the people perish" (Proverbs 29:18, KJV).

Here are some considerations:
What is the vision for this change initiative? Where are we going and why?

Can the vision be communicated in one or two sentences? Groups' miss-the-mark by assuming their 273-page mission statement that lives mounted in the lobby communicates a compelling vision. Others use the lack luster phrase, "to be the best in the industry" mantra. That's nice, but it doesn't move the average employee to "get off the nail".

Here's a great test: does your new hire "get" and understand the vision?

Is the vision strong enough to inspire me to leap out of bed every morning and use my discretionary effort to move the group closer toward the vision?

Once a compelling vision for the initiative has been created, it's time to communicate and over communicate the vision.

Most organizations under communicate the vision by 10 to 100 fold! The assumption that it was stated at the national meeting or lives in the annual report-and that should be plenty, is the kiss of death. You need to look for opportunities to communicate, over communicate and when you think you've said it too much, look for more opportunities to communicate the vision.

We suggest the "Drip" technique-lots of little messages on a consistent basis through a variety of venues.

Here's a true-to-life example: One of our clients adapted this vision: "An environment where the customers and employees walk out the door saying: WOW!"

We then examined all the communication channels where this vision could be communicated and over communicated. We discovered opportunities such as:
During the interview process; new employee orientation; the start of every meeting-remind folks of the vision where everyone walks out the door saying "WOW!"; new employee training; pay check stuffers; employee break rooms; internal newsletter; a screen saver on the computers; pocket cards; and the list went on and on.

They took the next step and actually strategize when and where they could communicate and over communicate the new vision. Then, they put the plan into action.

The result: the vision is not a mystery. Every employee from the rookies to the most seasoned can recite the vision. They know this thing is for real because it "ain't" going away-it keeps being talked about. It's not just the flavor of the month. Folks are on the lookout for new opportunities to communicate the vision. It's become a common objective the group is working toward. It's a great concept because every employee would love to work in an environment where they walk out the door at the end of the day and say: "WOW! That was a great experience."

Step 1 to Creating Buy-in and lowering resistance is by creating a compelling vision. It's one step in getting people "off the nail".


Click Here to read Part 2 of this 3 Part Series.