To say that change is a constant is trite because it’s true—especially in healthcare. Even before the pandemic, healthcare was a constantly changing and shifting industry. But the pandemic brought a number of disruptive impacts that are still being felt today. Competition that is no longer local, but increasingly national and even global. Rapid advancements in technology. Changing consumer and patient preferences. An aging and sicker patient population. A shifting labor landscape. The list could go on and on.
Amid these shifts is the need for healthcare leaders to bring staff along with them as they adapt to a changing environment. But not everyone is equally adept—or interested—in adapting to change. In fact, many employees are downright resistant.
Along for the Ride
Unfortunately, McKinsey tells us, 70% of change efforts fail due to “insufficiently high aspirations, a lack of engagement within the organization, and insufficient investment in building capabilities across the organization to sustain the change.”
I describe what I typically see in organizations as a bicycle ride with three very distinct types of participants:
- Those who are eagerly embracing the change and pedaling forward as hard as they can. This is about 20% of the organization.
- Those who are sitting on the handlebars, along for the ride—kicking back and waiting to see what happens. This is about 50% of the organization.
- Those who are actively resisting. They’re hanging on from behind, dragging their heels and doing everything possible to maintain the status quo. This represents about 30% of the organization.
So what are leaders to do if they want to move the organization forward? And, let’s face it—they must move the organization forward. First, just as when planting a garden, they need to prepare the soil before planning the seeds. They need to get the organization ready for change.
To Facilitate Change, First Tend the Soil
I contend that, in most organizations, there’s not enough effort spent tending or tilling the soil before the seeds are planted. You need to make sure the soil is well tilled, fertilized and ready before planting the seeds—or nothing will grow.
Facilitating change works the same way. The organization—and its employees—need to be prepared for change. Changes need to be introduced in the right context. Employees need to understand the “why” behind the changes, how they will be positively impacted, the role they play, and how they can contribute to the change effort in productive ways. Their fears and concerns need to be heard and addressed. They need to know where to go for answers to their questions, and where to get support and the resources, tools, and training they might need to move forward successfully.
All of this takes time. It doesn’t happen overnight. But that investment of time will pay off. Without it, even more time will be spent attempting to bring along the resisters who are dragging their feet and holding on for dear life doing everything in their power to keep the changes from happening.
Let’s Move Forward!
You can pedal as hard as you can but if you haven’t built the case for change and prepared employees to come along for the ride, your efforts will fail.
Is your organization struggling with change fatigue or resistance? At Baird Group, we offer customized workshops and consulting services to help healthcare leaders navigate change effectively and build resilience in their teams. Contact us to learn more.
Tags: catalyst for change, change, change management, Employee Engagement, employee management, healthcare leadership, Leadership, resistance to change
