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From Resistance to Buy-In: How ‘Why’ Transforms Organizational Change

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As you know, organizational change is necessary for growth, innovation, and sustainability. However, implementing change isn’t simply about deciding what must be done and announcing it to your team.

As a leader, you must go deeper by answering a critical question: Why? Why are you making the change?

Why Understanding “Why” Matters

Human wiring plays a significant role in how individuals respond to change. For people naturally wired toward certainty and information, unexpected changes can provoke resistance, confusion, or even outright refusal. These individuals thrive on understanding the logic and purpose behind actions. When you take the time to explain why change is necessary, you create alignment, clarity, and buy-in.

In my book, Me, Myself, and Why? The Secrets to Navigating Change, I underscore that when you fail to address the “why,” you risk alienating a key segment of your team, leading to poor morale, increased turnover, and ultimately, failed initiatives. Conversely, when you articulate the purpose behind change, you invite collaboration and commitment.

Articulating the Why: Leading with Clarity and Intention

The key to explaining the “why” is to connect it to outcomes that also resonate with the audience. A one-size-fits-all explanation won’t suffice because each team member processes information differently.

In addition to explaining the why, you should:

1. Tailor Your Communication
For analytically wired individuals, use data and logic to support the change.
For relationship-driven team members, focus on the human impact and shared values.

2. Tie the Why to Tangible Outcomes
Highlight the possibilities that the change will lead to—for the organization, the team, and individuals.

3. Repeat and Reinforce the Message
Communicating change is not a one and done. Reinforcement builds certainty. Use multiple channels and formats to ensure clarity.

Examples

Example 1: Implementing New Technology

A manufacturing company wanted to adopt a new project management platform. Initially, the leadership team only announced the what—the new platform—and the how—training schedules. Employees pushed back, questioning why they needed to abandon the familiar tools.
The leadership recalibrated their messaging. They explained why the change was occurring:

• The old system couldn’t scale with company growth.
• The new platform would streamline processes, reduce errors, and save hours of repetitive work.
• By connecting the “why” to benefits for employees—less stress and more efficiency—the leadership turned skeptics into advocates.

Example 2: A Shift in Strategic Direction

A retail chain shifted its focus from brick-and-mortar stores to e-commerce. Employees, particularly those in physical locations, felt threatened and uncertain about their future. The CEO took a transparent approach, hosting town halls to explain the strategy.

Why: Consumer behavior was shifting rapidly toward online shopping, and adapting was necessary to remain competitive.
What it would lead to: Growth opportunities in e-commerce and investments in reskilling employees for digital roles.
This clarity reassured employees and positioned the company as forward-thinking.

The Science of Explaining “Why”

Research supports the effectiveness of explaining the “why” during change. Studies published in the Journal of Organizational Behavior found that when leaders provide a clear rationale for change, employees are more likely to engage positively and exhibit higher levels of trust and motivation.

Final Thoughts on Navigating Change

Navigating change is about more than getting from Point A to Point B; it’s about enrolling others in a way that they are moved and motivated around the change. Leaders who align their strategies with human wiring by focusing on the “why” foster environments where employees feel valued and empowered. When people understand the purpose of change—and see the possibilities of what it leads to—they’re more likely to commit to the journey.

To implement this approach in your own leadership practice, reflect on your audience’s natural wiring, craft a compelling “why,” and ensure it not only aligns with your company values and priorities but that others see something for themselves in their active participation in the change. Because ultimately, the secret to successful change isn’t just explaining the “what” or the “how”—it’s making the “why” resonate.

Invitation

To see how and “why” human wiring can transform your organization, join us on December 13, 2024 for Wired to Win 101: How Are You Hardwired? MORE ABOUT THIS MASTER CLASS HERE.

How Continuous Leadership Development Drives Organizational Success

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Jim Rohn, a best-selling author, once shared an insightful lesson from his mentor: “Success is to be attracted by the person you become.” His mentor further advised, “Learn the skills. Practice the skills. Apply the skills.” This wisdom is particularly relevant for leaders today. Leadership is a dynamic skill that must evolve with changing circumstances, experience, and the demands of the environment.

Leadership is not a one-time achievement but an ongoing journey. To remain effective, you must continuously develop and refine your skills, understanding that what worked in the past may not be enough to navigate future challenges. By expanding your leadership abilities, you can more effectively respond to new situations, foster a culture of continuous improvement, and build resilience within your team.

An Example of The Benefits of Continuously Developing Your Leadership

Consider the case of a technology company CEO who successfully led a startup that grew into a mid-sized enterprise. Initially, the CEO’s hands-on, directive leadership style was well-suited to the fast-paced environment of a startup. However, as the company expanded, this approach began to limit creativity and hinder decision-making within the broader leadership team.

The CEO realized that his micromanagement and pressure were stifling the team’s potential. The more he tried to control, the less effective the team became. He recognized his need for a new approach, deciding to transition to a more collaborative and empowering leadership style. This shift wasn’t easy. It required the CEO to develop new skills in managing his innate human wiring, delegation, active listening, and fostering autonomy among team members.

The CEO invested in leadership coaching, sought feedback from peers, and learned to trust his team to make decisions independently. This meant resisting the urge to bypass team leads or do delegated tasks because they weren’t completed on his timeline. Instead, he implemented tools focused on setting and managing expectations and celebrating successes rather than dwelling on what wasn’t done.

The Impact of Leadership Evolution

The results of this shift were transformative. By empowering the leadership team and learning to manage expectations, the company became more agile and capable of quickly responding to market changes. The new leadership approach also led to increased employee engagement, as team members felt more valued and motivated to contribute their ideas. Ultimately, this change in leadership style was crucial in the company’s ability to innovate, scale, and succeed.

The story of the CEO demonstrates the critical importance of not only expanding your leadership skills but fostering an environment where personal development is welcomed rather than for someone who is broken and needs to be fixed (a common misperception about personal and leadership development). Leaders who embrace the need for growth and adaptation are better equipped to meet the challenges of our evolving marketplace. By continuously developing your leadership capabilities, you not only enhance your own effectiveness, but also empower your teams, drive innovation, and ensure sustainable success for your organization.

 

Invitation

Would you like to learn more about our comprehensive approach to scaling a business? Join us for our next:

Introduction: Scale and Systematize Your Business

Join us online or onsite at one of our convenient sessions held monthly:

Excellerate Associates
Business Innovation Lab CoWorking & Conference Center
38221 Plymouth Road, Conference Suite 1
Livonia, MI 48150

Tuition: $57

Register HERE

Leadership Lesson: Savvy Pointers When Communicating Organizational Change

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If there is one thing that is constant today, it is that the business landscape is in perpetual state of flux. Some changes can be more jarring than others, like laying off a percentage of your workforce, the passing of a key employee, or the unexpected resignation of multiple employees at the same time.

As a leader, it’s important to know one key element about powerfully navigating unexpected change. Unanticipated changes will amplify human wiring for various underlying reasons. It’s important to understand human wiring so that when you’re communicating organizational change, you satisfy the natural needs that get amplified during uncertainty.

The reality is everyone’s unique mix of wiring is distinct. As a leader, you can skillfully and artfully navigate any kind of change with greater ease when you keep wiring in mind.

Your human wiring is something you’re born with and dictates the type of environment in which you’re best equipped to thrive and succeed and the kind of environment you prefer to live and work. With the knowledge of someone’s wiring, you can recognize and appreciate what matters to them and how they need to receive their communication.

There will be individuals naturally wired to:

1. Put their thumbprint on the change. They will be concerned with how the change effects them and the results or outcomes of the change. Is there a way put them on a team that rolls out the changes so they are part of the planning process?

2. Others will want to be able to ask questions or voice their concerns. Is there a way to give them an opportunity to invite questions? Depending on the change being implemented, it might be helpful to have a phone number they can call so they can talk through any questions or concerns.

3. Still others want to know the next steps and nurture those impacted by the change. Adding something as simple as stages of the rollout to your communication could satisfy individuals who innately need to know the sequence of events.

4. Individuals wired for certainty want to know the who, what, where and whys of the change. If there are a number of unknowns, let them know you will be following up with them as soon as you know. To keep their trust, make sure to follow up on the date you promised to follow up.

As a leader, how you show up and address each of these wiring needs can mean the difference between a PR nightmare or causing your team to skillfully navigate the change with grace. The words you choose, the methods of conveying the messages, and the pace at which you implement matter in effectively moving your organization ahead.

Different situations require different tools. When you increase your personal awareness of human wiring, you increase your communication effectiveness and lead with grace and ease regardless of the circumstances.

Want more fresh ideas in leading change? Download our Human Wiring Infographic and Wiring Matters Infographic at http://www.excellerateassociates.com/hardwiring

How Do I Show The Client Our Value Without Overdelivering?

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Many of my mentoring clients have asked how they can show the client value. A lot is written about customer value but little advice is given in addressing the processes and leadership distinctions that demonstrate value.

Let’s first define what is client value. Client value is the satisfaction that the client experiences (or expects to experience) by taking a given action relative to the cost of that action.

There are many ways to add value to your customer experience and demonstrate value. You can add value by adding a convenience factor, establish a performance indicator, or implement a customer loyalty program.

For many companies, there is a common balancing act in providing an enriching customer experience and over delivering. A common complaint I hear from business leaders is their feeling of over delivering.

As we dive deeper into why they feel that they are overdelivering, we look at the processes and the leadership distinctions that are missing in the customer journey. Quite frankly, this can exist when interacting with both internal and external customers. We often find that when meeting with the client, meeting mastery is often a missing component.

One of the often forgotten but highly effective ways to show value is consistently creating a framework for your meetings. When meetings are intentionally lead, you will leave the client seeing the value in your services.

Giving the client an all-access pass to your services 24/7 when you agreed to a set amount is not only out of integrity in the agreement, it leaves you with a loss of personal power. I’m not suggesting to not give added services that are workable for both parties to enhance the client experience, but there comes a time when you may have to share with the client that you’re outside the scope of the agreement.

Before you get to that point, there is a simple way to add value to all of your meetings: Prepare an agenda. Asking them to also contribute to the meeting agenda shows the client that you are putting thought and energy into the interactions. Depending on their human wiring, it also allows them to be prepared to fully contribute to the meeting. When facilitating the meeting, use timeframes to stay on topic and fulfill on the meeting objectives. It also values everyone’s time together, establishes accountabilities, and identifies next steps.

Leading a productive meeting is an art. There is a fine balance between sticking to structure and creating a space for everyone to be heard.

That said, we also look at the leadership distinctions. When leading the meeting, it doesn’t mean talking. The most valuable meetings occur when thoughtful questions are asked and the client expresses themselves while surfacing the ideal solution or developing an innovative idea all because you asked thought-provoking questions.

The value you provide when delivering our services or products is not in talking, persuading, or convincing them of your value. It’s in your listening.

Look Beyond The Ugly

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Yay! We’re doing the happy dance for earning the Mentorship Award by the Evolutionary Business Council! It gives me great joy to be acknowledged for our work in the world especially when it is given by an international organization and recognized around the world.

While we’re doing the happy dance for all of the acknowledgements we received lately, it wasn’t always that way. There were times in building my business that things looked down right ugly, which brings me to this week’s vlog and lesson:

Look Beyond The Ugly

When I first purchased my commercial building, it had been vacant for over seven years. The exterior was painted with dark grey and black racing stripe, 1980’s lighting, and overgrown arborvitaes around the building. The interior had mint-green cinderblock walls, cement floors, stained drop ceilings in some of the suites, and exposed old HVAC units.

It wasn’t pretty. But, it was built like a bunker.

Ten foot ceilings, double cinderblock walls between each of the six suites, big windows, and a common passthrough for each suite for easy connection or separation of the suites.

In two months, my team of trades drywalled, painted, carpeted, electrified, plumbed, and landscaped their way to pretty to half of the building.
Yet, I still needed to furnish the space. Through some divine intervention, what fell on my lap was furniture. A set of commercial chairs were given to me by a company that was renovating. This time a 1990’s décor.

I looked beyond the ugly. With some fabric paint and stain, I transformed the set for our Java & Chai Lounge.

With one half of the CoWorking space complete and filled months later, I needed to transform the other half of the building. The other half of the building was still unpleasant in many ways.

I looked beyond the ugly. Above the stained dropped-ceiling tiles were industrial rafters, the design look I was going for. A splash of black paint on the ceiling, new doors, and carpeting along with a new bathroom and we called it done. And pretty.

However, leasing out the ugly section took longer than I wanted because many people couldn’t see beyond the ugly. It took rendering drawings and someone who could also see beyond the ugly.

I invite you to look beyond your current ugly. What your circumstance looks like now is not what it can look like. When you look beyond the ugly, you will find a transformation. Let that be your motivation.

INVITATION

If you’re inspired to join us to transform your business and distinguish it in the marketplace, I invite you to Create Your Signature Program on March 18-19, 2021. Join us either online or onsite. In two days, you’ll walk out with your signature asset and understand how your clients move though your products and services channel.

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