4 Obstacles to Change
4 deep seated obstacles to change
1. ๐๐ฎ๐ถ๐น๐ถ๐ป๐ด ๐๐ผ ๐ฆ๐ฒ๐ ๐ฃ๐ฟ๐ผ๐ฝ๐ฒ๐ฟ ๐๐
๐ฝ๐ฒ๐ฐ๐๐ฎ๐๐ถ๐ผ๐ป๐
Managers may worry that if they set specific targets, their people canโt achieve, they too will look like failures.
2. ๐๐ฑ๐๐ฎ๐ฌ๐ข๐ง๐ ๐๐ฎ๐๐จ๐ซ๐๐ข๐ง๐๐ญ๐๐ฌ ๐๐ซ๐จ๐ฆ ๐ญ๐ก๐ ๐๐ฎ๐ซ๐ฌ๐ฎ๐ข๐ญ ๐จ๐ ๐๐ฏ๐๐ซ๐๐ฅ๐ฅ ๐๐จ๐๐ฅ๐ฌ
Having to play nursemaid to so many activities saps executivesโ time and energy. Yet, very few seem willing to assign a subordinate full responsibility for achieving results that will require substantial input from peers.
3. ๐๐จ๐ฅ๐ฅ๐ฎ๐๐ข๐ง๐ ๐ฐ๐ข๐ญ๐ก ๐๐ญ๐๐๐ ๐๐ฑ๐ฉ๐๐ซ๐ญ๐ฌ ๐๐ง๐ ๐๐จ๐ง๐ฌ๐ฎ๐ฅ๐ญ๐๐ง๐ญ๐ฌ
Consultants agree to deliver their โproductโ โ and even to implement itโbut they donโt assume responsibility for outcomes. They imply that performance will improve but almost never include measurable gains as part of the deal.
Only a few companies require consultants to agree to a fee structure based partly on results or hold their staff experts accountable for the outcomes of their work.
4. ๐๐๐ข๐ญ๐ข๐ง๐ ๐๐ก๐ข๐ฅ๐ ๐ญ๐๐๐ฆ ๐ฆ๐๐ฆ๐๐๐ซ๐ฌ ๐๐ซ๐๐ฉ๐๐ซ๐, ๐๐ซ๐๐ฉ๐๐ซ๐, ๐๐ซ๐๐ฉ๐๐ซ๐
When senior managers challenge people to improve sales, or make other needed improvements, the usual response is โYes, but first we have to…โ Finish the sentence: Train our people. Study the market. Replace a key player who retired. Launch the new system. Set up focus groups with some customers. Bring in Six Sigma. Make our culture more change oriented. And so forth.
Endless preparation gives the illusion of progress but ultimately gets in the way.