”What’s in it for me?”
In every sucessful change management strategy that little sentence is prepared for. Thinking that change in behaviour is possible without it is vane.
However, a little note to that very important understanding: What’s in it for me equals what’s in it for me in any relationship – between manager and employee, between management and manager, between supplier and buyer, between finance and procurement and so on. So, what’s in it for me needs to be a holistic approach to any relationship. EBG sees tomany buyers enforcing suppliers to send e-invoices, to lengthen their payment terms etc.
In this discusson it is being discussed what “What’s in it for me?” means – we do urge the discussion to be on a strategic level and result oriented, we fear it will be seen as lacl of management and enforcing power otherwise. In out view, nothing could be less accurate. It is all about strategy, it is all about results.
“…To me, one key to success of change is missing out in the change discussions. That is the question of ”What’s in it for me?”
When I work with change, one key task is to give the benefits of the change to each involved stakeholder*. From top management to ground floor, they need to know what their benefit of the change is. As a change leader, you need to get them positive about their own change within the larger picture.
That is how we human beings are like, if we do not see our own winning, we are very reluctant to act and change. Therefore, dig into what the change is all about and produce mini ”business cases” for each stakeholder. If there is not any good about the change, then be creative and find the positive or look for the big picture but be sure to make something out of it. You will need it to get everybody into change mode.
Keep in mind what Winston Churchill (supposedly) said; “There is nothing wrong with change, if it is in the right direction”.
So, start getting the involved person, role or group to see that the change at hand is the right direction for them. Get them there by answering the question “What’s in it for me?”
* note 1: in larger change initiative this applies to role or group, in smaller initiative you can get more person to person.
Note 2: cut downs, lay off and other hard changes may not apply here. However, what comes after a hard change definitely does. The ones left, needs to be even better than before.”
Discussion: Is one keystone to success of change missing?