If we want people to be doing something different, shouldn’t we just train them?
Quite often organisations go through a shift in focus or strategy, legislation changes, the introduction of new technology or some other need to do things differently. When this happens, depending on the nature of the change, there may be a need for three or 300,000 people to change the way they do things.
Where does training fit in?
Training can be both fantastic and useless. Training, “the teaching of a skill or behaviour” is great at showing me how to do something, for example how to use a new piece of equipment. But training does not guarantee that when the time comes to use the equipment, I make any of the critical choices that make the difference. Choices like:
- Using the new equipment over what I usually do
- Following my training to use the equipment properly
- When I hit an obstacle, choosing not to give up
- Choosing to encourage others to use this equipment and be positive about trying something new
All of these steps require a positive attitude to change and a subsequent change in behaviour – which training alone can only slightly influence.
The challenge is not that learning how to do something is useless; it’s that it’s just not enough. We need to know why we should bother doing something different, what the obstacles might be, how we can avoid them and how we stay positive through that learning curve.
So how do we change behaviour?
Whether you want people to use new equipment, try a new approach to performance management, be more innovative or deliver a specific objective – the same rules apply. To change individual behaviour, you need to:
- Find out what motivates your people
- Identify the potential barriers and obstacles to your specific change
- Identify the benefits to each individual of the change you want to embed, and align these to individual motives
- Communicate the change, the benefits, the obstacles and what you’re doing about them, then provide training where required
- Demonstrate that senior leaders are really behind this (usually by doing it themselves)
- Engage each individual to consider their attitude to the change, their motives, their barriers to change and what they will do about them
All of the above works most effectively when you have a project manager leading champions around the business to engage individuals, knock down barriers and take the whole organisation through the change. And once this initial engagement has occurred, you will need to maintain momentum by measuring the change activity, communicating progress and celebrating success.