A very interesting and helpful article on introducing change to organisations by Michael Hyatt entitled ‘How to Avoid a Public Backlash When Introducing a Major Organizational Change’.
Hyatt’s points are good, and any time we’ve introduced change something like this way it has generally worked.
Weariness and sloppy thinking can cause leaders to rely more on implied relationship trust than good process. Leaders can forget that simply because they can see where to go and why doesn’t mean everyone else can. People will go with you, but they’ll be more stressed than they should be.
At mgpc we’re currently seeking to implement a major organisational change and I have some ground to make up in these areas.
HT: to Rudy who sent me the link. A good friend’s encouragment is like a refreshing drink to a parched throat.
Here’s Hyatt’s six lead points. Read the whole post to see them fleshed out.
To avoid a public backlash when introducing a major organizational change, you must do six things well:
Determine what you need to communicate. Commit the message to writing. Secure alignment with your leadership team. Contact influential stakeholders—personally. Announce the change through all available media channels. Make yourself available to answer questions.
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