Convincing people that things need to change is hard. Convincing them that change is good is harder. Convincing them that they should actively pursue change is hardest of all.
There are so many good methods and techniques and tools for pursuing change. They are, however, of limited value if you can’t get your team to take the change steps willingly.
It comes back to trust. And this time it is two kinds of trust. The trust that they place in you and the trust they place in themselves.
Trust can be built in many ways. One way to build trust is by giving without expecting. For example, if I am working with a team I make sure to understand the people, the process and the current environment. I learn about things related to what I am there to help with and but I also learn about unrelated things and general conditions. I look for things that they are struggling with and I try to find a way give them something to help.
Perhaps a contact to reporting resource. Hey, I think Bob might have data on that topic. Or a link to an article on how people are dealing with a customer service problem. Or maybe I take some of their data and do an analysis and create a chart that says hey look I noticed this trend you might be interested in.
Just give it to them. Don’t belabor it. Let them take from it what they will. That’s it. You can do this for the manager. You can do it for a team member.
Here’s what that just accomplished. You showed them you are paying attention. You gave them some of your expertise without asking for anything. You’ve demonstrated your capabilities.
This might sound disingenuous but it’s not. It is good human relations. When building a relationship with a friend you do things for them you think they would like. It makes you feel good to do this. You get a serotonin boost. It makes them feel good. They get a serotonin boost. You don’t ask for anything in return. You’re trying to build a bond. The bond is what you are getting in return.
And it’s not disingenuous because everyone knows you are there to get things done so no one is going to be surprised when you finally ask them to get involved.
Then there is the trust they have in themselves. You can help them with that. Because the more trust they have in themselves the less daunting the challenges of change will be.
Find out what their skills and capabilities are. Illustrate to them how those will translate to even unknown future tasks.
And if you find out they might be missing a key skill, then do what you can to help them acquire it. Provide education, examples, practical application. Build their knowledge, build their confidence, build their trust in themselves.
When in doubt, lend a hand.
Once More Unto the Change 