Category: Personal Development

This is the third article in the series; Disrupting the Status Quo. In the first article we discussed what the status quo is and reviewed, at a high level, the four steps you will take if you chose to disrupt the status quo within your organization. In the second article we took a deeper dive into the first step on Doing One Thing at a Time.

In this article we will dive deeper on the second step of getting buy in. That means that you will get buy in from the people who will be impacted by the change. In doing this they will agree that the change is needed and be willing to participate. Without buy in it can be very difficult to create change that impacts the lives of others.

People are often afraid of the unknown and you have to be clear on why the change is important, how it will positively affect those involved, and then make it digestible. When big change happens at work the common thought is “this change might make my job obsolete.”

In order to get buy in you need to talk to those that are going to be affected by the change. Yes I said you have to talk to the people impacted and I don’t mean an email either, I mean real communication. This could be talking to a team, a department, or your entire organization in person. This is where you need to step up and lead. Talk from a place of vulnerability; let them know you know how scary change is. Let them know that you know it’s going to be hard and let them know you believe in them and are counting on them.

The more you can remove the unknown from the change the less scary it will be and the more support you will have. When people know why they are doing something, what they are working towards, and have a clear picture of what the results will look and feel like they are much more likely to work with you on making the change a reality.

On the other hand when leaders don’t communicate to everyone affected by the change, rumors start and people get scared. They will fill in the blanks with information that they feel is right even if it’s not close to the truth. That is when change is scary and when people will sabotage the efforts.

This is not a one-time conversation either. You need to continue sharing and talking with those involved, helping them keep the outcome in mind and keep their buy in solid. When things get tough it’s easy for people to forget what you said three months ago and easier for them to stop moving forward. Constant reminders on what is in it for them, why this is going to be worth it, and why you need their help will be essential to keep everyone bought into your vision. It will also help you remember why you are doing the hard work and spending money, time, and resources on the change.

Lastly on buy in, also think about how to positively reinforce the behaviors you want. People do much better when they are working towards a positive result rather than working away from pain. You get better results when people do what they are doing because they know a good feeling is at the end rather than doing what they are doing to avoid punishment.

This can be tough and you might feel like you are alone at times. This is when it is most important to have people to lean on or turn to for support. Surround yourself with positive people who want what you want and help keep you focused and accountable to the results. If you need an outside source for this you can find a coach or consultant. You can reach me at sharon@c-suiteresults.com to discuss how I work with my clients on creating change and staying accountable. I can also help with strategic messaging and a communication plan to help you get the buy in and keep the buy in you need.

“Our research — which provides an in-depth look at what defines Millennials as employees, people, and consumers — both confirms and casts aside some of the myths about this particular generation . . . on the job-hopping question, we found that 21% of Millennial workers had left their job in the last year to do something else, a number that is more than three times higher than that of non-Millennials who report doing the same.”  Source: “What Millennials Want from a New Job,” Brandon Rigoni and Amy Adkins, Harvard Business Review, May 11, 2016

Generalizations tend to be . . . well, general. But the fact remains that most millennials don’t want to work for just any company – and if they land a job in a company that they don’t like, they won’t stay around long.

One reason is that they hope to contribute their efforts and hours to a company that stands for something beyond making sales and making money. They want to share in the vision of a company and if they join yours, they expect that working for you will be in some way important.

As a result, the hiring paradigms have changed. In the old way of hiring, job applicants sold themselves to companies. Today, the company is being interviewed too, and needs to sell itself. When recruiting millennials, hiring companies need to bear in mind that there are certain important attributes that millennials are looking for – an exciting environment, a clear and understandable path to advancement, a chance to exercise personal autonomy while still being part of a stimulating team, and more.

How can your organization recruit and hire top millennial employees, and then make sure they keep working for you for the long term? I would like to recommend these strategies which I have used successfully.

Create a Personal Career Plan for Every Millennial Applicant and New Hire

In the past, baby boomers have been comfortable with the idea that they could discover the of how to build careers after they were hired. I have observed that millennials want to know the game plan and the rules before they come on board.

I have succeeded in recruiting strong millennials by creating personalized career plans for them, which should be discussed during the interviewing and hiring phase. The focus should be on questions of what your company expects from successful workers and what positions lie ahead. Individual career development plans are big differentiators in convincing millennials to take your job.

Please note that this advice does not pertain to everyone you’re hiring, only to employees who want and advance and remain with your company for the long term. You needn’t create a personalized development plan for short-term summer employees, for example, or for elder employees who are only looking for part-time jobs during their retirement years.

Stress Autonomy, Creativity and Entrepreneurship

In general, millennials like to express themselves through their jobs – not to be “cogs in a machine.” They like to make decisions, create and implement plans, and make personal, recognizable contributions to the companies where they work. Stressing that creativity is part of the job can go a long way toward differentiating your company from others that are hiring.

Reduce the Unknowns

Millennials like to have specifics spelled out. Even though they have earned a reputation for being “loosey-goosey” and casual, most of them are not. The more specific and concrete you get in setting out expectations, the more they will want to come on board. If they will have regular weekly check-ins with their supervisors instead of quarterly reviews, for example, talk about that. Talk about benefits, about required travel, about reporting lines – and all the details that apply. The more you explain and reveal, the more honest and desirable your company becomes.

Introduce Job Applicants to Future Supervisors and Team Members

It is again a generalization, but being part of an energized team is often more important to millennials than it is to Boomers or members of other age groups. For many millennials, teamwork really counts – even though they want to be strong, recognized individuals. The operative strategy is to have your company interviewers introduce desirable applicants to their potential managers and team members – preferably in the actual location where the applicant will work. The more millennials feel that your job is an invitation to join a stimulating team, the more likely they will be to take your job offer above others.

Test and Screen for the Right Abilities, Aptitudes and Attitudes

Why is it especially important to consider job fit when hiring millennials? One obvious reason is that good fit helps assure that the millennials will perform well in their new jobs. That’s a given. But there’s a subtler reason too, which is that millennials are generally less likely to stay in jobs that they find frustrating, overly difficult to perform, or repetitive and dull. With greater speed than Boomers, millennials will quit and move quickly to other jobs.

That is not because millennials lack company loyalty or are “job hoppers.” It is because they want to enjoy a sense of progress and accomplishment in their work. And remember that if they leave you, you incur the costs of recruiting and training new workers.

Offer Excellent Training

For boomers who are considering job offers, the promise of excellent training can be a big determining factor that convinces them to choose your company. It is a generalization again, but many millennials like the idea that they will be able to perform their jobs capably from day one instead of learning by trial and error.

About Evan Hackel

Evan Hackel, the creator of the concept of Ingaged Leadership, is a recognized business and franchise expert and consultant. Evan is also a professional speaker and author.  Evan is Principal and Founder of Ingage Consulting, a consulting firm headquartered in Woburn, Massachusetts. A leader in the field of training as well, Evan serves as CEO of Tortal Training, a Charlotte North Carolina-based firm that specializes in developing and implementing interactive training solutions for companies in all sectors. To learn more about Inage Consulting and Evan’s book Ingaging Leadership, visit Ingage.net

In the first article in this series I outlined what the status quo is in general and three steps for disrupting it. If you have not read Part 1 yet you might want to start there

I also asked you to put down on paper some of the status quo’s for your organization that need disruption. So take out your list and follow along.

Remember from the last article that disrupting the status quo is essentially creating change and that change can be hard. Because change is hard for individuals, especially when we are talking about behavior change, the first step to disruption is to focus on one change at a time.

So how do you decide what needs to be disrupted first or what change is most needed?

You look at the list and decide which is one that will have the biggest impact overall. In other words is there one change that when implemented will cause change in other areas?

There are typically some issues that will get resolved by focusing on changes in other areas. Here is a simplified example – can customer satisfaction be improved if you focus on product delivery? Can product delivery be improved if you focus on team dynamics or safety? If these are true then focusing on team dynamics (let’s say that’s what you said could create the change to improving product delivery) would not only affect your product delivery, but would ultimately affect and improve your customer satisfaction.

The question you need to ask and get very clear on is what is the high level change you want? From there you can look at what the low level changes are that will push the high level change into being. And from that list you can find the one that will have the biggest impact and affect the most change.

Here is where many leaders get this wrong, the get together in a room with other executives and peers and try to figure out what the problem is they are trying to solve and all the low level changes needed. They don’t go to the source, where the information is best; they don’t go to their employees.

For solutions to have the greatest chance of solving the actual problem, you must turn to those closest to the problem, those who deal with it every day and most likely understand the root cause. If it’s an assembly problem the line worker who deals with that problem must be part of the solution, if it’s a software problem the developer who worked on the code must be part of the solution, and if it’s a customer service issue the call center representative or sales clerks must be part of the solution. You cannot solve problems you don’t know the root cause to and if you are not the one working in the area of the problem you really don’t know the root cause.

This means working with everyone in your organization (department or team) to really understand the problems, the ones that have the biggest impact and the ones where if solved the change will also affect the greatest number of people and have the greatest impact to the bottom line.

Once you have that clear picture on what needs your focus first you go to those closest to the problem and solicit their ideas. There are a ton of resources out there for you, consultants, specialists, coaches, books, articles, courses, etc. that address problem solving and decision making strategy and approaches. What I want you to take away from this is in order to start disrupting the status quo you need to have a clear picture of the problem you are trying to solve, you must work with those throughout your organization to identify what that is, you then must work with those closest to the problem on the solution, and most importantly you focus on one change at a time; the change that will have the biggest impact on your organization.

Stay tuned for the next article in this series and feel free to reach out with questions or comments to sharon@c-suiteresults.com or visit www.c-suiteresults.com for more resources. For a weekly podcast on success listen to C-Suite Success Radio available on iTunes or at http://csuitesuccessradio.libsyn.com/