However, it is more than likely that only a minority of all those good ideas, intentions and initiatives actually come to fruition. The rest fall by the wayside; swept under the proverbial carpet never to be mentioned again.I’ve personally witnessed organisations putting time, money and effort into projects that nose-dive. And it’s crazy! One company I know spent over £300,000 with a large firm of consultants only to do absolutely nothing with the outcomes. If we look at the falling productivity levels of UK plc, this approach is clearly not working and, if we’re being direct about it, leaders quite often find themselves in a position where they’re driving projects that might never bring about a return on investment. What a waste. So what’s the missing link? I’m convinced that the failure of change (and all those well intentioned initiatives) is, at least in a large part, due to insufficient buy-in from others across the organisation. Getting the board on, er, board Change can only be delivered effectively if whoever holds the power is 100 per cent bought into the idea of achieving it. The CEO and the rest of the board must be willing to help drive it, especially by making available the required investment. Leaders at all levels will need to put their energy and determination into making the agreed project a success. And then keeping it that way. Maybe you are “the top” of your organisation, in which case this step is an easy one. If not, and you’re in a position where those in the boardroom don’t yet quite “get it” then you have work to do BEFORE you dive in to any sort of change project. You might only have one shot at engaging your colleagues in your journey. According to Isabel Naidoo, a senior vice president at FIS Global: “If you’re lucky enough to work with a CEO who gets it like I do, there is little to be done to get folks on board. “But if you don’t, then go back to basics – cite the facts, commit to measurement, shout about your achievements and impacts and find other influencers who can speak to their experiences.” Alan Mellor, head of employee engagement at Pentland Brands concurs: “The CEO and the board must have the appetite for people-centric ideas – without that, you are unlikely to succeed. “Once you have a supportive senior leadership team, the HR function should outline a clear strategy and plan to deliver – linked to the business agenda throughout. Get buy-in and non-HR sponsorship for projects, then involve as many people as you can to ensure that you stress-test the execution of your initiatives.”
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