By Ingrid Vaughan

When it comes to change, we all fall within a range of acceptance—from looking for any excuse to make a change, to being completely change-averse and trying desperately to keep things the same. Between these extremes, most people fall somewhere slightly left of centre: we don’t seek change for its own sake, and often need a compelling, convincing argument to make a change.

In a dynamic, global culture where change is almost the only constant, it can be frustrating for business owners and leaders when employees, and even managers, resist change or appear to need far more information, lead time, and adjustment time than there is to give. The frustration is understandable as an unsuccessful change effort can lead to decreased productivity, morale and profit—the impact of which can weigh a business down for months or even years.

Resilience in the Face of Adversity
“A resilient organization is one that can effectively innovate, adapt and perform in the face of adversity (not just in good times),” says executive coach Maureen Moriarty. “Resilient organizations often bounce back even stronger when stressed versus being flattened by their own inability to change.”

So how can organizational leaders ensure that necessary changes are embraced and implemented successfully? How can they minimize resistance and ensure quick buy-in and support from employees and managers? The answer may be easier than you think – connect them with the WHY.

Harness the Wisdom of WHY
Change is rarely only about taking on something new; there is almost always an element of letting go of what was in order to take on what will be. This is significant for people, as many are afraid of how change will impact them. After all, people can be required to move well outside their comfort zones as a result of the change. The first question out of their mouths is often WHY? Why do we need to change? Why can’t we leave things the way they are?

Why is one of the most natural responses to change and the most elemental question in the human playbook—we were asking WHY even before we were in kindergarten. In his ground-breaking book, Start With Why, anthropologist and author Simon Sinek proposes that what makes people respond to things on an emotional level is a connection to this basic query. His TedTalk on how great leaders inspire action is worth the 17 minute investment.

Centering on The Golden Circle
Sinek’s idea of connecting with WHY is illustrated by “The Golden Circle,” which is based on brain research that identifies which part of the brain influences people to make decisions.

WHAT: Every organization on the planet knows WHAT they do. These are products they sell or services they offer.

HOW: Some organizations know HOW they do it. These are the things that make them special or set them apart from their competition.

WHY: Very few organizations know WHY they do what they do. WHY is a purpose, cause or belief. It’s the very reason your organization exists.

Why the Disconnect Persists
“People don’t buy (or buy in) to what WHAT do,” says Sinek. “They buy WHY you do it.” According to Sinek’s research, for most successful endeavours, companies, and leaders in recent history, the consistent theme has been the ability to communicate a compelling WHY. When people understand and connect to WHY, they quickly and easily buy into the HOW and the WHAT. So how does this connect to helping people in your organization better respond to change?

Most leaders, according to Sinek, communicate from the outside of the circle inwards to the centre. They start with the WHAT. In reference to implementing a change, it might look like this: “OK team, here’s what we are going to do . . . “ Sometimes, they move to the HOW. “Now that you know what we’re doing, here’s how we’re going to do it . . . “.

However, very few leaders, get to the WHY—and that’s the most important part. In fact, Sinek suggests that 50 per cent of organizational leaders don’t even know their WHY. This is crucial as it is the part that creates an emotional connection that will motivate people to either come on board or put up roadblocks. The way to inspire action, he says, is to start in the circle’s centre, and move out.

Why—Then How and What
Here is an example of how a software company might successfully communicate an impending change from the inside out.

WHY: “Our vision is to be the most innovative productivity software company in the world. It’s what drives us and makes our customers successful. Because we are committed to maintaining the competitive advantage which allows us to keep being the go-to platform for business customers, we need to make some major adjustments to our product offerings in the next 12 months.”

HOW: “This means you’re going to see some significant changes to job assignments and responsibilities, an increase in productivity expectations, and some pretty tight timelines. Rest assured we’ll work together to create an effective workflow where everyone is working to their best strengths. It might be an exciting opportunity for all of us to learn new things.”

WHAT: “At the end of 12 months, we plan to have evaluated all our software products and made updates and revisions where necessary, with little to no interruption to customer service.”

Grow Resilience vs. Resistance
Imagine how differently employees might respond if the WHAT message had come first, and/or if that was the only message they received. They would likely respond with fears around what this would mean for individual jobs, worry about increased workloads and work stress, assumptions about how it was going to be accomplished and the impact it would have on them. In other words, resistance. It would result in slowdowns, questions, and, regardless of intention, sagging productivity and morale.

Naturally, starting with WHY at the the beginning of your communication process is not the only thing requirement for successful change. There are many other change management strategies that can help you develop a plan for moving from where you are to where you want to go. However, having the emotional buy-in from your team—or at the very least, their understanding of WHY the change is happening—will pave the way for a smoother, faster, more effective transition.

Leadership and The Golden Circle
As HR professionals we often carry the responsibility of assisting executives with navigating the inevitable changes that our organizations must implement, as well as the people they affect. Using the principle of the Golden Circle, we can influence top leaders in our organizations by helping them understand why the WHY is so important—namely, the dramatic impact answering it effectively it can have on the success or failure of change efforts within the organization, on its bottom line and future potential.

Ingrid Vaughan is an experienced HR generalist on Vancouver Island, consulting with individuals and organizations to facilitate positive change.

(PeopleTalk Spring 2016)