4 deep seated obstacles to change
1. 𝗙𝗮𝗶𝗹𝗶𝗻𝗴 𝘁𝗼 𝗦𝗲𝘁 𝗣𝗿𝗼𝗽𝗲𝗿 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀
Managers may worry that if they set specific targets, their people can’t achieve, they too will look like failures.
2. 𝐄𝐱𝐜𝐮𝐬𝐢𝐧𝐠 𝐒𝐮𝐛𝐨𝐫𝐝𝐢𝐧𝐚𝐭𝐞𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐏𝐮𝐫𝐬𝐮𝐢𝐭 𝐨𝐟 𝐎𝐯𝐞𝐫𝐚𝐥𝐥 𝐆𝐨𝐚𝐥𝐬
Having to play nursemaid to so many activities saps executives’ 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. 𝐂𝐨𝐥𝐥𝐮𝐝𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐒𝐭𝐚𝐟𝐟 𝐄𝐱𝐩𝐞𝐫𝐭𝐬 𝐚𝐧𝐝 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐚𝐧𝐭𝐬
Consultants agree to deliver their “product” — and even to implement it—but they don’t 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. 𝐖𝐚𝐢𝐭𝐢𝐧𝐠 𝐖𝐡𝐢𝐥𝐞 𝐭𝐞𝐚𝐦 𝐦𝐞𝐦𝐛𝐞𝐫𝐬 𝐏𝐫𝐞𝐩𝐚𝐫𝐞, 𝐏𝐫𝐞𝐩𝐚𝐫𝐞, 𝐏𝐫𝐞𝐩𝐚𝐫𝐞
When senior managers challenge people to improve sales, or make other needed improvements, the usual response is “Yes, but first we have to…” 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.