Many attempts to instill change in a business and develop a movement fall short due to a poor understanding of fundamental human motivation and behavioural drives. Typically, leaders or businesses focus on what they need to change and how things must change. The problem with this approach is that it fails to captivate employees. Any message of change must begin with why is the change needed, then ask how can it be implemented and what must be done to refine and review the change process.

Shifting from a ‘what’ to ‘why’ approach is very important. Being focused on the ‘what’ is extrinsically driven and focused on the ‘why’ is intrinsically oriented. If you can appeal to employee’s intrinsic values then they will believe the message that you are trying to create and likely embrace it. The other common mistake often made, is a poor allocation of resources and attempt at implementing change. A pivotal factor to successfully bringing about change and building any movement is the stakeholders who deliver and implement new principles. Often businesses attempt to focus on the organisation as a whole, but change requires that only 15-20% of the organisation adopt the new principles or philosophy and once this level is reached a ‘tipping point’ occurs where a shift will naturally take place amongst the remainder of the business. In short, carefully select those that you choose to be the leaders or communicators when instilling change. Sometimes, followers are just as important.

Three basics principles for change:

Why = Why we need change and the new key principles to be adopted?
How = How the key stakeholders are to implement the change in the business?
What = What needs to be done to refine and review the change process?