Want Buy-In? Roll Out Imperfect Plans.
We often hear that change communication needs to be two-way in order to increase support and buy-in. While this is true, I think that change leaders sometimes think two-way communication means, “I tell people my idea and they tell me how great it is.” At best, they may communicate their idea or vision and allow time for questions and answers.
In reality, true two-way communication means creating space for people to critique your plan and provide genuine input about how to make it better. Instead of rolling out complete plans, effective leaders communicate a direction and ask people for their ideas and suggestions on how to get there.
In our book, Change at the Core, Myron Radio and I remind people that, in order to lead change, leaders need to let go of having all of the answers.
Peter Bregman, CEO of Bregman Partners, Inc., a global leadership development and change management firm, wrote about this concept recently for Harvard Business’ online Voices series. Bregman tells of his own realization that, when leading change:
- My perfect is not their perfect.
- They don’t have a perfect. In fact, there is no they. There are 2000 individuals, each of whom wants something a little different.
- The more perfect I think it is, the less willing I’ll be to let anyone change it.
- The only way to make it useful to everyone is to allow each person to change it to suit him or herself.
- The only way people will use it is if they do change it in some way.
- The only way I will encourage them to change it and make it their own is if I make it imperfect.
According to Bregman, change leaders should communicate their initial ideas and then ask, “Why won’t this work for you?” Listening and responding to reactions allows everyone to work together on solutions.
For more, check out Bregman’s post, Why Doing Things Half Right Gives You the Best Results.
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Comments
Rod,
I think you identified the most fundamental challenge that leaders face. I think of it as finding the right point to be on the continuum of commanding vs. collaborating. And of course the “right point” is fleeting since it depends on the team, the decision, and the context.
Thank you for posting!
Wendy
[...] And certainly, we change consultants can help you create and communicate messages that help people see a need for change. Just remember, helping people move to a state of being open to change is different from convincing people that your solution is the answer. The best way to get to acceptance of a specific solution is still the active involvement of people in coming up with the answer together. For more on that topic, check out my blog post: Want Buy-In? Roll Out Imperfect Plans. [...]
Wendy, excellent advice that is difficult for many leaders to implement. This is especially true if they don’t “trust” their team. A second challenge also exists. When its best to be authoritative and when is it best to let your team solve their thorniest problems. Yes, leadership is Art and Science.