Why "WIIFM" Fails: Bringing Organizational Change Vision to Life
Posted by Todd Vannest on Mon, Oct 25, 2010
The use of more and more elaborate “Change Communication Plans” has failed to improve the overall success rate of business transformation and change. We all KNOW that communication is key, but where is the power missing from most change efforts? A study of plans (as executed) has revealed that far too often, the planned communications remain amazingly one-sided and unresponsive to the audience—even the most “open” and 2-way communications are rather formal and stilted. Frankly, frustrated stakeholders in these organizations would rather put a stick in their own eye than listen to SOMEONE ELSE TELL THEM the answer to WIIFM (“what’s in it for me?”).
So, if REAL LEVERAGE in change vision communication doesn’t come from artful selling, the use of captivating words or the charisma of those who carry the message to the masses, WHERE DOES IT COME FROM? It is unleashed by creating a deep personal meaning for those involved in the change and adopting new practices. This is consistent with guidance from Daniel Pink, author of the popular book, “Drive.” Change Leaders must help stakeholders transform the formal vision into a powerful connection to self, purpose, and work.
I have found that the key to doing this lies in use of “PICTURE LANGUAGE.” This is a product of “what?,” “where?,” and “how?” Socratic prompts that challenge others to respond to the following (as example):
*What will BE DIFFERENT as a result of having this information at your fingertips?
*How will we KNOW that it is working?
*What will your CUSTOMER do differently if we can support him/her with more “intelligence?”
*Where will you SPEND THE TIME you gain to create value for your customer?
*What IMPACT will this have on how you measure your SUCCESS at the end of each day?
Through their responses, the stakeholders THEMSELVES have now crafted a narrative that makes the change TANGIBLE, the timeframe for seeing action and results IMMEDIATE, and new measures of success RELEVANT.
Photo of "post-it Elvis" courtesy flickr.com
By comparison, stiff emails, elaborate broadcasts, and staged “cascading” (or trickle-down) meetings are embarrassingly poor at engaging the audience and creating meaning. Next time you find the Change Communications Plan loaded with formal communications or have someone suggest a messaging campaign or meeting to address confusion or lack of commitment to complex change, insert a more dynamic process and more “picture language” to fully win hearts and minds.
To learn more about how to KNOW that stakeholders have internalized your change communications, check out this new stakeholder-driven change measurement discipline:
THE Leading Indicator of Change Management Success ™
And here's a link to Daniel Pink’s Book “DRIVE—The Surprising Truth About What Motivates Us!” http://www.amazon.com/Drive-Surprising-Truth-About-Motivates/dp/1594488843/ref=sr_1_1?s=books&ie=UTF8&qid=1288008395&sr=1-1
