Are you about to kick off an important strategic change initiative in your area of responsibility? Or maybe you’ve already started and bumped into your first big roadblocks on the way?
I am sure you heard the numbers: 70 % of all transformations fail, despite the tremendous cost and effort organisations spend and the high hopes at the beginning. In fact, this is according to a McKinsey study from almost ten years ago that is widely quoted and often proved right. So, you better make sure to do your homework right. Otherwise, you may burn a lot of time, resources and employees’ nerves before realising, that you either got stuck on the way or did not achieve what you hoped.
More and more organisations report severe issues with ”change fatigue” in their organisations. This is because people seem to no longer be willing to follow the mantra of “the only constant in business is change”.
It goes without saying that not implementing change is a non-existing option. This would be like asking the sun not to rise in the morning or go down every evening. So, what to do?
Psychological Safety as missing link in your change strategy
Well, there might be a factor that you have missed out on so far when setting up your change initiative. And that is to nurture a culture of psychological safety as part of your transition.
Amy Edmondson has done ground breaking research in this area at Harvest Business School. She describes psychological Safety at the workplace as the “belief that the environment is safe for interpersonal risk taking”. As individuals, we are taking interpersonal risks when asking for help, seeking feedback, raising problems, admitting mistakes, making suggestions and offering new ideas. All things that we encourage and request employees to do in modern organisations. However, based on previous experience and judgement, employees decide whether to accept the risk; or not. And here is where the problem often starts…
How psychological Safety can help your transformation
What is change? In every change initiative, there needs to be an existing starting point and a desired future target condition that is somewhat different from the present. This means you are, at least partly, moving into uncharted territory for you and your organisation. Otherwise, you would already have been there and thus have no need to change. Moving into uncharted territory is risky and the outcome is not guaranteed. This requires trying out new solutions and having new experiences. All of this makes us more vulnerable. There is always a risk of failure when venturing into uncharted territory. Of course, nobody likes to failing. It is bad for our self-esteem and our need for security. So, if you want people to move with you into uncharted territory, you need to ensure they feel safe to do so. Otherwise, they will find – silently or outspokenly – reasons to continue using the behaviours, solutions, or ways of working are used to. Because even if they might not always like them, at least they know what they get.
How do you nurture psychological safety in a change journey?
Step 1: Acknowledge, we are entering into uncharted territory.
A good start is to acknowledge that we are entering into uncharted territory. Unfortunately, that means you can’t have all the answers as a manager, or as a project lead, or as a change agent. While people instinctively aspire to follow a hero or heroine who has seen it all and done it all, inside they know that such character does not exist.
Acknowledging that you don’t have all answers and depend on everybody’s contribution and shared wisdom and competences to make it through this, creates an openness that allows people to step in and take risks. Amy Edmondson calls this ”situational humility”.
Step 2: Expressing appreciation
Along the way, it is important to make people feel comfortable to experiment and keep trying new ways. We all know how it can be to learn something new – you are a bit clumsy, you feel a bit stupid and you might hurt from falling or being untrained. We also know – hopefully from experience – that we will get awarded later, when we see the first successes and can taste some progress. As the saying goes, ”nothing makes more successful than success”.
But the way there isn’t always fun. Therefore, it is extra important that you as a leader or change agent let people know that you see them and appreciate their struggle. And acknowledge small steps in the right direction. The result will be more willingness to move forward and a better chance to reaching the target state.
Step 3: Destigmatizing failure
Yes, I know. We are not aiming to fail. Failure can have a high cost, lead to lost reputation or even serious damage, depending on what business you are in. But truth is – failure is inevitable and part of the process of changing. And if you are too afraid to fail, you will be too paralyzed to move. And as a leader or change agent this is the last thing you can do.
Find ways to show and give confidence that speaking up is welcome. Think about meeting set ups that actively invite everybody’s participation. Create forums, workshops, and other opportunities, where you ask people for their opinions. And take time to create an open and safe atmosphere where the focus is on listening and learning.
Step 4: Explain the purpose and why for the change
Hopefully you have not forgotten the most important step at the beginning: connecting the change journey with your purpose and carefully considering ”WHY” you need the change? In every change initiative, this question must be thoroughly answered and elaborated on at the outset. Remember, change is not always fun. And, as Simon Sinek says, ”You need to know what you stand for, to be able to stand out”.
Conclusion:
There are many, perhaps even most, change initiative that do not produce the desired results. Addressing and nurturing psychological safety in your change initiative can be the missing link to increasing your success rate.