Part one of a two-part series on innovation.
March 20th was the first day of Spring. I find people are psychologically motivated this time of year to take a fresh look at how we do things and make positive changes. That’s why this felt like the perfect time for a two-part series on innovation.
“The six most expensive words in business are: ‘We’ve always done it that way.’” Abby Spence, the CEO/Administrator for Signature HealthCARE of Cleveland in Cleveland, Tennessee, posted this on LinkedIn. This came on the heels of my spending a day with many leaders at Loma Linda University Health in Loma Linda, California. One of the topics I presented on was innovation.
Innovation is not easy. Why? It often means challenging the status quo. It can mean taking a risk. What if the change does not work? It can mean being labeled a disrupter. Yet innovation is needed to drive progress and stay competitive—the best organizations never stop improving.
Ralph Waldo Emerson wrote, “People wish to be settled; only as far as they are unsettled is there any hope for them.” I use this quote often. I then share that people in leadership are “unsettlers.” Do not be surprised at pushback, as most people do not like to be unsettled.
I was speaking in Springfield, Ohio on building vibrant communities. As I entered the city council chambers, the standing room pleasantly surprised me. The mayor leaned over and said to me, “We have not had a crowd like this since we held a roundabout discussion.” Roundabouts are the perfect example of a change that people initially resist. I often use this story to illustrate the progression from defiance to compliance to reliance, a formula for change I learned from my cousin Al.
The same is true with businesses. Even if the leader feels the change will be good for the organization, they will get pushback.
A few initial tips for dealing with resistance and getting started on change:
- Determine if a new action is really needed.At times when results are not being achieved, leadership may bring in a new process or technology. One example: A business was not scheduling employees well and the leadership was looking at another software to fix this issue. Yet research found the current software was fine. The issue was the inconsistent use of the software. The change needed was not a new action, but better implementation of existing processes.Ask, “How often is the current process being followed?” Never? Sometimes? Usually? Always? When I ask this question in workshops, the majority of responses are “Usually.” Those actions that score an “Always” achieve the best outcomes.
- Expect an adjustment period.If the process and/or technology is implemented as it needs to be, and the desired outcomes are not achieved, it is time to try other methods. Things may get worse before they get better. It takes some time before people adjust. This is where understanding change comes in.
- Do not accept statements like, “We have always done it this way” or “We tried it, and it did not work.”It may not have worked because the culture was not prepared for the change. That doesn’t mean it won’t work now.
Next week I will dig deeper into innovation and change. Please check back for tips on how to make the change process successful and sustainable.
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