Part 1: Take 3 steps to gain employee buy-in, engagement, and action
The company was bleeding out of every orifice. If they were to survive, it was imperative that every employee understood they could no longer do business as they’d been doing it for so many years. Customers were not happy with the products they manufactured or the services they provided.
Things had to change. Fast.
This is the story of Sarah, Joe, Greg, and Elizabeth. Only one of these department leaders captured attention, gained buy-in, and motivated employees to listen and take action. Only one leader got results.
Too many facts and figures. Sara met with the leaders in her department. She went over dozens of charts and graphs. She talked through every bullet point, describing what wasn’t working and why. She knew her data was compelling. And, her leaders faithfully presented every chart to their direct reports. The results? A growing fear among some employees that they may be laid off and a belief among others that management was over-reacting. Productivity slowed down.
All jazzed up and nowhere to go. Steve held a special meeting that included every employee in his department. He was a charismatic, inspiring speaker, and to a person every employee committed to go back and figure out how to make things better. But when they returned to their jobs, employees were frustrated because they didn’t know what to do. So some just did what they’d always done, while others tried new things. Chaos, confusion, and frustration multiplied.
Process in a vacuum is not enough. Greg called a meeting with his Six Sigma Black Belt, and together they decided to define, implement, and measure new processes that would improve a host of current issues. They held meetings, lots of meetings, with department leaders and employees. Processes changed, and although a few employees resisted, some improvement occurred. But it wasn’t enough.
Communicate on three levels for consistent results. Elizabeth met with her department leaders, and they worked to create an integrated plan, involving three steps. They knew they needed to communicate on the:
- Intellectual level to ensure that employees understood the rationale behind the need to change.
- Emotional level to create buy-in and inspire employees to take action.
- Practical level so that all employees knew how they could make a difference to the organization’s success.
Elizabeth understood the importance of connecting on all three levels to make lasting, measurable behavior and process changes. Find out what she said and did on June 19 in the next Communicate with Moxie blog: Effective Leaders Ask 3 Questions to Get Results.
Don’t forget to download your free eBook (see side bar): Accelerate Organizational Change: 5 tips to transform employee disinterest, doubt, and fear into buy-in, engagement, and action.