The 5 caveats for self-implementing your workplace initiative
(A 3-minute read or Click anywhere in the image below to watch the 4-minute video training!)
One of the main causes is that too many organy to self implement. I'll be back in a moment to explain why self implementation may be a bad idea
Chances are you've contemplated making changes in your company. It may be a hardware or software integration where you need employees to change habits in their day-to-day functioning.
It may be a strategic business decision where you need your employees to buy into a new belief and an approach to what they believe about the company. Or it may be a reorganization of staff roles and responsibilities.
Now, there are two ways to implement change. One is self-implement with internal company resources.
The second is the partner with an expert or team of experts in the specific context that you need.
Typically the assessment between the two comes down to finances, and typically the belief is that internal resources will be less expensive than hiring an outside consultant and coach.
But there are 5 "I's" that explain why self implementation may be both more expensive and more likely to fail.
The first "I" is Incompetence.
Now don't take this the wrong way.
What I mean is that most business leaders do not have the competence and the skillset to implement a change initiative.
Your skill set, and that of others in your company is in many different and more important areas.
Are you and your team members going to feel competent and have the confidence to lead this initiative?
The second "I" is Interest.
You, and the people you may assign to lead this self-implementation, need to be interested in learning and understanding human change dynamics.
The initiative must be approached and communicated in a way that builds buy-in and commitment.
Do you know how to do that?
Or are you interested in investing the time to learn?
Do you even have the time to do that?
The third "I" is Inertia unless you and those you delegate to become immersed in learning how to implement the right way.
You're going to get distracted by other priorities, lose focus and procrastinate.
The fourth "I" is Involvement.
To be most impactful it's important that you, as the organizational leader are seen as someone who is also impacted by the change and needs to change also how you think feel and act just like your team members will.
And if you and your key people are the primary people implementing the change, it will be hard for team members to feel like everyone is in it together and not just being dictated to.
The fifth "I" is Influence.
When the company leader is in front of the room, leading the implementation.
There's a relationship dynamic that may build compliance from employees, but not you want commitment, but questions that need to be asked, I mean, not be asked for fear of individuals being seen as difficult or not on board, or they may worry about some retribution.
Take those Five "I's" into account to decide if self-implementation of your next workplace initiative make sense?
And Remember, champions don't always do extraordinary things, but champions always do fundamental things extraordinarily well.
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'Til Next Time, All My Best...