Driving any team or organization toward significant, lasting change can be complex and hard to sustain. Consultants tend to have a negative connotation for coming up with plans, but not implementable plans. In his interview with Ben Kaplan for TOP CEO, Chris Moye, orchestrator of business change, details the five key steps to conceiving the right process for change for each case and getting people on board. Read now to learn all about them!

1. Replacing habits and mindsets

“The definition of insanity is doing the same things you've always done and expecting different results.” -Chris Moye

Attempting too quick a change will likely result in failure. It’s best to start small, targeting ordinary routines, and working your way up. While most businesses have mission statements, there may be a disconnect between what is said and what is done. Therefore, changing smaller aspects of culture like habits, mindsets, behaviors, and processes can enable you to slowly steer it toward where you want it to be.

Other times, it’s not just about making sure the mission statement is fulfilled, but rather updating said statement. In other words, making sure the mindsets are appropriate for the reality and goals of the company at that time. It’s essential to come up with replacements that make more sense and ease them into everyday work.

2. Supporters, detractors, and small wins

“Painting a vision of doing it together is a more sustainable method than saying, ‘I'm the smartest guy in the room and you should just listen to me and do what I say’” -Chris Moye

When trying to incite change in a group, there will always be those in favor and those against. Instead of forcing yourself as an authority with the final word, strive to convince leaders who can influence others by showing why your alternative could work. Aim toward small wins that little by little build the support necessary to have the whole company working toward the same goals.

Getting people to switch their mindsets takes time and trust. They need to believe in your good intentions and expertise—approach teams humbly by communicating exactly what you want to do and why. 

3. Unite and conquer

“The real magic typically happens when you get cross-functional cooperation and collaboration.” - Chris Moye

Silos are the norm for many organizations. Teams work separately and toward different goals. Getting everyone on the same page and having them interact can lead to revealing insights about the key areas where change is needed. Moreover, it can help you understand how new processes can affect every link of the chain, which also gives a voice to each department, making everybody feel involved.

It’s central to incorporate emotional intelligence (EQ) every step of the way. Be open to truly grasping how people feel. Ask as many questions as necessary to get to the bottom of every operation and its implications. Develop a sensibility to how each part fits with the others.

4. Patience and foresight

“Once you get the flywheel moving, there’s more momentum and things continue to move on their own.” -Chris Moye

It is vital to both structure the overall journey and focus on the immediate aspects of it. Keeping the long-term implications in mind and remembering things take time is crucial to prevent rushing them and getting frustrated. As time goes by, and with the big picture in mind, processes will flow and culture will evolve.

However, don’t forget that to succeed, it’s important to fail. Trial and error leads to lessons and better decisions. Don’t be afraid to make mistakes and make sure everyone around you isn’t either: no one wants to fear they’ll get fired if they fail. Testing will help you find the way.

5. Trust and inspire

“Command and control looks like it will be the fastest way to get to where you want to go, but it isn't necessarily the best way in the long run.” -Chris Moye

To earn a team’s trust, you need to show that you are, in fact, trustworthy. Be transparent about your intentions, be true to who you are, don’t lie or make them feel like you are lying. Your character is important in building their perception of you. And prove your competence: be confident and show what you’re made of, why you’ve been entrusted with the project. Showing character and competence makes trust easier.

Openly communicate with every level of the organization chart. Prove your value. Make yourself useful. Becoming reliable takes a lot of effort, but it is the cornerstone that will make every other step of the way easier.

Keeping the ball rolling

Change doesn’t happen overnight. It has to take time. Old habits need to be replaced with new, improved ones over time. People need time to be convinced of the new alternative. Grasping the full complexity of a company requires time. Departments learn to work together after spending time forging relationships. It’s essential to take the time needed to test and fail. Trust-building demands proof, communication, and time. Becoming an expert in change, like Chris Moye, takes time. Work hard, be patient.

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