I work with charities on strategic change. What I’ve learned is some people really hate it.
So for them, I’ve prepared a handy list of the top ways to actively prevent it.
Use these phrases every time someone comes up with a new idea. Like Domestos, it’ll kill ‘em - dead.
"We tried that and it didn't work".
Of course we did. We heard that people needed apples. So we threw durian at their heads. That's the same, right? And when you gave them an apple instead of a lifebelt while they were drowning in Preston docks, that was perfect timing. Never try again.
"The users don't want it."
Not after you told them they don't, no. It;s best to ask 'Do you want to be forced to use this new thing that I, the powerful person who is in charge of your service, don't want to learn?' You can be sure of the right answer.
Whatever you do, don't explore it with them first and make sure people have a realistic understanding of the benefits and potential drawbacks. Don't reassure them that you will give them the support they need. And don't listen to feedback. Ugh.
"Staff will be angry."
Definitely better just leave it at that then. It's not like you can talk things through or anything.
"It's not how our former CEO Bob would have done it."
Former CEO Bob is now enjoying his retirement on a yacht in the Med and has zero interest in how you do it. Bob is not here.
However, the fact he told you he was shocked to hear about the changes when you bumped into him in Waitrose last week is a sign you should abandon any plans right now.
"It's up to staff to put the effort in."
Sometimes it's best to say 'if staff can't fly, it's because they're not flapping their arms fast enough.' Better to make sure they don't get the skills, knowledge, and support to do anything new. You can always expect them to levitate by the power of pure thought.
"This needs a lot of investment we don't have. Let's do it anyway."
I mean, it's worth a try right? Half-arse it now, and somewhere along the line it'll work out.
"We MUST do this thing because... we dunno. Nobody tells me anything. Just do it."
It's really important to plan change without any idea of why you're doing it, and especially, to make sure nobody can see any potential benefits - or indeed, why it is necessary. Just give people an edict from on high and get angry if they don't buy in.
"We are going to make this extensive and complex change in the next 4 days. If you make a mistake you will be punished and ritually humiliated."
One of the biggest dangers when trying to avoid change is that people may feel enabled to try out new ways of working, and learn from where things go right or wrong. Whatever you do, avoid mutual learning, support, and a sense of exploration. It will only encourage people, and next thing there will be anarchy and all that awful change nonsense. Nightmare.
Focus on the minutiae first and foremost.
This is the number one: avoid strategic vision at the outset. And throughout.
If you'd like to avoid strategic change, please don't drop me a line.