Do not plan for the Big Bang when you launching DEI strategies
... it is the highway to transformational failure.
These were the words from Louise Münter, communications and transformational expert, when we asked her how to succeed with the DEI journey in organizations. As we have shared in a previous blog post, change projects have a low track record of success. However, you can do something to support a successful implementation of a more inclusive workplace.
Communication is crucial from a change management perspective. Louise masterfully delivered her communication insights. If you missed our online Lab Talk last week and you're still interested in getting all the inspiration and knowledge from last week's talk, check out the full video here.
Why you do not throw a party when launching DEI projects
A while ago, I worked for a large-scale Danish company. Top management had made a huge investment into a strategic and innovative change project. The communication around this change was huge. We only knew it was supposed to change the business significantly. Everyone in the company was invited to the big reveal and there was a buzz of anticipation from all employees.
I admit I am one of those employees who like changes. Which is probably why I felt disappointed when I found out “the change” didn’t really impact my everyday life.
I now know what the disappointment was about. When employees do not experience “consequences” in their work-life, it feels like these big strategic decisions don't really concern them. The coffee is still the same. They still work at the same desk. They are doing the same tasks with the same colleagues. They continue to concentrate on running business as usual. Changes become present when you feel the impact on your everyday life. If you don’t, then it can feel like noise or a form of washing. This is why big bangs lead to change-fatigue.
Changing culture and create more inclusion is a long-term job
When choosing to create a more inclusive workplace you need to be patient. You have to implement in small steps and make sure the organization is with you. You do that through stakeholder management and through the leaders who need to communicate and support the changes on a day to day basis.
Studies have shown that managers are a powerful key to get employees involved. Employees will expect managers to give adequate support otherwise it will be seen as a failure. Therefore leaders need to be prepared to deal with the resistance and feelings that will occur. A successful implementation of changes is highly dependent on the ability to create employee support and enthusiasm.
Employee resistance to change is one of the top reasons change efforts fail. In fact, reactions to organizational change may range from resistance to compliance to enthusiastic support of the change, with the latter being the exception rather than the norm. (SHRM, 2007 Survey)
A big launch will create expectations - and fear of - changes. The changes will come over time, and by creating a huge launching around a change, your organization runs the risk of creating unnecessary excitement. However, be aware that it is still necessary to be persistent and clear about the priority in the communication.
If the results of the changes are shown, and communication is used to massage and support the changes it will have a much higher credibility and impression.
How to communicate DEI initiatives to the organization
You would benefit from watching the whole talk between Louise and Helene, it actually has a lot of good tips and knowledge. However, here is some highlights:
Make sure you have the right leader for the D&I changes you need to implement. Without buy-in from top-management you will not succeed.
Make sure that your communication is linked to the known values in the organization. People do not like changes. So it has to be recognizable and thereby more easy to swallow.
Know that memos and powerpoint don't make results. People do. Get to know your stakeholders and find their motivation.
Measure the temperature of the organization and make sure you have a long-term plan for cultural changes. Expect and plan for fallbacks.
Make room for feelings. People will start to behave irrationally when they feel threatened by new ways of doing things and we ask them to view the world differently (Read more about this in these two articles about Diversity and inclusion evokes conflicts and Get a diverse team and you will have high performance. No, I'm sorry).
Leaders need to communicate the changes and manage feelings. Make sure to train and prepare them so they are set up for supporting the changes. We can help you with that.
References:
University of Florida: The mergers and acquisitions: A roadmap for effective organizational changes.
Kotter: Learning Change, Why Transformation Efforts Fail. Harvard Business Review.
Lumen, Principles of Management. Organizational Change
Louise Münter