The bell curve of change - your temperature check.
Even with empirical tracking, when leaders describe how a change is progressing they often focus on one of two groups, found at polar ends of the bell curve; for various reasons, these people are garnering the most attention. Neither are reflective of the vast majority and why being aware of them is vital to providing an effective response.
The first group is often described as ‘early adopters’. Some have been engaged in the path of decision-making, where their deep exposure and perspectives were considered to inform new goals. They were and are valued, and that value is reflected in their engagement and championing of the change. What I hear from leaders sounds like: “I wish everyone was like them”, “they get it, why can’t everyone”, and “that’s my dream team”! The excitement and energy for a mutually desired future can become an echo chamber, something to be mindful of.
Once a decision has been made there is a swell of positive feelings as hope begins to influence mindsets for a positive future - what a great feeling that can be! This energy is felt by those involved in making decisions, and can boomerang abruptly once implementation begins; enter the overt resistors on the other end of the curve.
This group is often expressive, unyielding, at times unreasonable, and increasingly passive-aggressive in their approaches, but the unifying characteristic is that they are digging in their heels and want nothing to do with the new future, and they’ll find every reason to rationalize their positions. As leaders, you’ve gone from the process of contemplating, measuring, dissecting, engaging and finally deciding on a path forward, a tremendous amount of work and you’re energized by that future prospect, as are others around you. So when you get bombarded by nay-saying and resistance, its emotional charge can be consuming. What this sounds like from leaders includes many expletives fuelled by frustration. So much time and attention is spent on responding to this group, however it’s not worth it, as the resistors can’t be forced, and will be the last to get on board, if they ever do. They aren’t worth your frustration.
Focus on the middle. If you can plan for attention to this group then it can be integrated into your implementation roadmap, with a general understanding of the profile of each segment and an array of responses. As you likely have an empirical approach to track progress, a simple exercise draws attention to information not captured and allows for insight when volatility converges with plans. Here’s a quick overview below, and I recommend doing this on a large whiteboard or chart paper:
Draw a bell curve, and divide it into 6-7 sections.
Describe your early adopters. In a sense, create an avatar of who this group is. They go into the far right minority. This is the group to leverage as your change agents - ask them to help lead, plan and communicate - they are gold!
Describe your ridgid resistors, again creating an avatar as a profile. This is your far left section.
In between you have a number of slots. It’s most helpful to get specific people or groups in your head and think about where they fit, adding attributes and even known concerns they may have. The question to ask yourself is, how do you know? This is where a comparison to empirical tracking is needed.
Once you’re segmented people across the change curve, then you can really plan how you can support them in adopting the new perspectives and skills for success; I know someone who can help with that!