Managers, Cameron and Blake, each launched to their teams the new, required, customer-service step. This new step took extra time, but the revenue increase was expected to help the teams meet their lagging goals.
Cameron’s team showed little increase with the change, and the employees shared complaints about the extra time it took.
Blake’s team’s revenue numbers were on track to their quarterly goal three weeks after the new step was introduced.
- Cameron had coached his team to confirm their understanding of how to do the step.
- Blake had also coached his team. After his employees complained about the extra time, he had held a contest for “bright ideas” that saved time on the new step. He also started a “your name in lights” practice to recognize employees who passed their personal goals by effectively using the new step.
Reality: To encourage immediate application of changes, build in some kind of “win” for the people who are making the change; most employees are asking, “What’s in it for me?” [WIIFM]– Especially if it takes extra effort to apply.
- “Wins” are not always monetary.
- Opportunity to be a part of change solutions can be a “win” in some teams.
- Recognition is a “win” for most employees.
- Contest prizes can be reasonable ways to reward employees for the effort.
- Always consider the culture; sometimes the “win” is simply making the client happy.