Podcast ¦ PunkCX : Are you doing change to people or with people

Summary

Adrian Swisco, host of the punk CX podcast, interviews Phil Lewis and Claire Croft, directors at Corporate Punk. They discuss the importance of doing change with people, rather than to them, in order to drive successful organizational transformation. They also highlight warning signs, such as language that promotes passive agreement and lack of dialogue, that indicate the change is being done to people. Lewis and Croft emphasize the need to focus on unlocking the brilliant talent within organizations and creating environments where people can flourish, leading to improved business performance.

Key Points

• Doing change with people, rather than to them, is crucial for successful organizational transformation.
• Language and behavior within organizations often contradict the intention to do change with people.
• The phrases “buy-in” and “taking people on the journey” can mask control-oriented approaches to change.
• Organizations should be on the lookout for warning signs, such as a lack of active assent and a focus on processes over people.
• Effective communication and involving employees in strategy discussions are essential for driving successful change.

Key Statistics

• 70% of most change or transformation initiatives fail to meet their objectives (McKinsey).

Key Takeaways

• Language and actions should align to promote collaborative change efforts.
• Passive agreement and lack of dissent indicate change is being done to people.
• The default approach in most organizations is to do change to people rather than with them.
• Focus on people and their experiences to unlock the potential within organizations.
• Efficient processes should not overshadow the importance of including employee perspectives.
• Effective communication and dialogue are vital for successful change.
• Warning signs include a robust communications plan that does not encourage dialogue and a focus on processes rather than people.
• Employees and leaders should have a shared understanding of the organization’s strategy.
• Change should involve active participation, not passive agreement.
• Engage with dissent and resolve conflicts to ensure effective collaboration.
• Consider employees’ current reality and experiences when designing change initiatives.
• Successful change leads to both improved employee experiences and business performance.