John Hersey Leadership Blog

Change, dreadful change!  It is amazing how hard we, human beings, reject change, and even more when it is forced on us.

So, don’t be surprised if, in the beginning, the people in your organization appear nervous and cynical about any changes you want to introduce, even if they clearly are for good.

In order for you to build endorsement towards the change to a contagious leadership culture, you must be receptive to the attitudes of others and put into practice a contagious leadership program that will encourage participation.

Take GE for example.  When this company launched its Work-Out program to give workers, managers, and leaders the opportunity to get together, share ideas, and get barriers out of the way, in the beginning it was a voluntary program.  It seemed (like) a town meeting, and many people showed up with healthy disbelief. 

Before anyone was willing to take an active part in it, they had to confirm it was a safe setting, a place where they could voice their opinion without taking the risk of being accused later, and they had to believe that the ideas they were presenting were being considered seriously; thus, Jack Welch and his team defined a strategy to create endorsement.

To begin with, they asked people to wear khakis and t-shirts so that no one would look superior to others, and the leaders were directed to address ideas right there in one of three ways: approve it, reject it, or request more information. 

Very soon, everyone noticed that they were serious about the program, and eventually, it was a requirement to attend.

Getting someone to get your back takes time and honest effort.  If you don’t walk the walk and talk the talk, you will kill any program you start.

These are some strategies to build endorsement, right from the files of the top leadership speaker on the topic of contagious leadership:

-      Define clear goals and ensure everyone on your team knows what you are planning, what you wish to achieve, and why.

-      Start a vibrant communication program, in other words, communicate early, regularly, and harmoniously; and make sure everyone is informed about:

-     What you are doing

-     Who is doing it

-     Why you are doing it

-     How well you are doing

-     Who is doing well

-     Ensure communication is internal and external.

-     Focus on successes, not on failures.

In the end, your goal should be that everyone in your organization gets your back… not for your sake and personal interest, but as every contagious leader believes, for a greater and general good.

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This entry was posted on Monday, July 12th, 2010 at 2:53 pm and is filed under Coaching, Culture, Focus, Leadership, Motivation.You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.