As a leader you’ve basically got two options to drive behavioural change within your organization — send them the memo or fire them, if they fail to comply. While an intentional leader will question this strategy’s sustainability the leader-next-door can’t think any better!
I believe there’s a third approach that can do wonders. But it involves striving for exceptional communication, setting audacious goals, and encouraging the team to lead the charge. Sounds idealistic? It sure does. Can you think of a better strategy? I’m not sure if there is one.
You see, the problem is that the management (including most leaders) want to be as efficient with people as they are with processes. They would argue the time investment is not worth it or you can’t change someone’s attitude or worse — there’s always someone who’s willing work double the amount for half the cost. That, my friend, is moronic to say the least.
Being a leader is hard work. And making people work (read: influencing them) is even harder. The only way to get people on your side is to truly understand them and get to the heart of the matter.
Remember, you’re working for them. It’s never the other way around. People who feel listened to are the ones who can genuinely listen to you.
Funny it may sound, I think organisations expecting lasting behavioural change is a little too idealistic. Nebulous, perhaps? It certainly should be considering that the management isn’t willing to put the work needed to influence behaviour and affect change.