Use these steps to persuade your workforce to embrace and execute needed change: Set the Stage for Acceptanceĭevelop a bold message that provides compelling reasons to do things differently. Morale soared-as reflected by a drop in nursing turnover from between 15% and 16% in 2002 to just 3% by 2004. Hemorrhaging $58 million in losses in 2001, BIDMC reported a $37.4 million net gain from operations in 2004.
Using this four-part process, the CEO of Beth Israel Deaconess Medical Center (BIDMC) brought the failing hospital back from near-certain death. 4) As the turnaround starts generating results, reinforce desired behavioral changes to prevent backsliding. 3) After executing the plan, manage employees’ emotions by acknowledging the pain of change-while keeping people focused on the hard work ahead. 2) Present your plan-explaining in detail its purpose and expected impact. How to make change stick? Conduct a four-stage persuasion campaign: 1) Prepare your organization’s cultural “soil” months before setting your turnaround plan in concrete-by convincing employees that your company can survive only through radical change. Then they wait patiently for the payoff-only to suffer bitter disappointment as the expected improvements fail to materialize. When a company is teetering on the brink of ruin, most turnaround leaders revamp strategy, shift around staff, and root out inefficiencies. Using the example of the dramatic turnaround at Boston’s Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a successful change effort. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there’s no backsliding. As time passes, they must manage the mood so that employees’ emotional states support implementation and follow-through. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. Prior to announcing a turnaround plan, leaders need to set the stage for employees’ acceptance of it. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan.Īccomplishing all this calls for a four-part communications strategy. Turnaround leaders must convince people that the organization is truly on its deathbed-or, at the very least, that radical changes are required if the organization is to survive and thrive. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign-one that begins weeks or months before the turnaround plan is set in concrete. They then wait patiently for performance to improve-only to be bitterly disappointed because they’ve failed to adequately prepare employees for the change.
They revamp the organization’s strategy, shift around staff, and root out inefficiencies. Faced with the need for a massive change, most managers respond predictably.
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