creating desire

As a basic principle, managers must first view the task of creating desire as more than managing resistance. Adopting a "resistance management" focus can take a business leader down a trail of reactive management actions that often turn into firefighting and damage control. In other words, you should not introduce a change and then wait to identify those groups or individuals who are resistant to that change. Rather, you should adopt those strategies and tactics that have been used by effective leaders of change that are positive and proactive. Your goal is not to drag along the unwilling and uncaring, with all your attention focused on the minority. Your objective is to create energy and engagement around the change that produces momentum and support at all levels in the organization.

Jeffrey M. Hiatt

ADKAR: A Model for Change in Business, Government and our Community. 2006. Prosci Research. p.79

A.D.K.A.R.

 

Awareness represents a person's understanding of the nature of change, why the change is being made and the risk of not changing. Awareness also includes information about the internal and external drivers that created the need for change, as well as "what's in it for me."

Desire represents the willingness to support and engage in a change. Desire is ultimately about personal choice, influenced by the nature of the change, by an individual's personal situation, as well as intrinsic motivators that are unique to each person.

Knowledge represents the information, training and education necessary to know how to change. Knowledge includes information about behaviors, processes, tools, systems, skills, job roles and techniques that are needed to implement a change. 

Ability represents the realization or execution of the change. Ability is turning knowledge into action. Ability is achieved when a person or group has demonstrated capability to implement the change at the required performance levels.

Reinforcement represents those internal and external factors that sustain a change. External reinforcements could include recognition, rewards and celebrations that are tied to the realization of the change. Internal reinforcements could be a person's internal satisfaction with his or her achievement or other benefits derived from the change on a personal level.

Jeffrey M. Hiatt

ADKAR: A Model for Change in Business, Government and our Community. 2006. Prosci Research. p.2,3

could have been different

 Just because things could have been different, doesn't mean they'd be better. - Anonymous 

find a what, a who, and a why

We identified three big buckets of motivators: career, community, and cause.

Career is about work: having a job that provides autonomy, allows you to use your strengths, and promotes your learning and development. It’s at the heart of intrinsic motivation.

Community is about people: feeling respected, cared about, and recognized by others. It drives our sense of connection and belongingness.

Cause is about purpose: feeling that you make a meaningful impact, identifying with the organization’s mission, and believing that it does some good in the world. It’s a source of pride.

These three buckets make up what’s called the psychological contract — the unwritten expectations and obligations between employees and employers. When that contract is fulfilled, people bring their whole selves to work. But when it’s breached, people become less satisfied and committed. They contribute less. They perform worse.

In the past, organizations built entire cultures around just one aspect of the psychological contract. You could recruit, motivate, and retain people by promising a great career or a close-knit community or a meaningful cause. But we’ve found that many people want more. In our most recent survey, more than a quarter of Facebook employees rated all three buckets as important. They wanted a career and a community and a cause. And 90% of our people had a tie in importance between at least two of the three buckets... We’re all hoping to find a what, a who, and a why.

Lori Goler, Janelle Gale, Brynn Harrington, and Adam Grant

"The 3 Things Employees Really Want: Career, Community, Cause"  Harvard Business Review. February 20, 2018

establish a clear starting point

A vision is a statement about what the leadership agrees a company could reasonably stretch to be in a generation--a 30-year aspiration... if the statement doesn't contain "to be," it's not a vision statement. For example: "We wish to be the largest bicycle manufacturer in the United States as measured by sales within 30 years..."

"A mission is what you wish the company to be over the next three-to-five years." Again, it should contain "to be." Your mission sets a shorter-term agenda for steps that will allow you to someday achieve your vision...

"Objectives (interchangeable with 'goals') are what you want to have."

Not "be." "Have."

The key is to sift through all the possible metrics and KPIs to determine the goals that most define success. Dunkin's mission was to be "the dominant doughnut and coffee provider in each and every market" in which it competed. Its early objectives?

• To have earnings per share grow at 15-to-20 percent per year.
• To have store-level economics achieve at least a 15-percent return on investment on average.
• To have debt never total more than three times EBITDA...

Strategic initiatives are, "the four-to-six most important tasks an organization must execute in order to bridge ever-scarce resources to achieve stated objectives..."

Tactics are, "the four-to-six action steps needed to support the achievement of each department's strategic initiatives..."

Jeff Haden, quoting Robert Rosenberg - CEO of Dunkin' Donuts'

"Think Company Vision Statements Are a Waste of Time? How Dunkin' Donuts' CEO Created a Plan to Recover From Disaster," by Jeff Haden. Inc. Nov. 17, 2020