"People don't buy what you do; they buy why you do it."
You probably read that sentence in Simon Sinek's voice, with his particular cadence. And yet...there is a striking poignancy to these words, 14 years on from when they were enshrined in TED Talk immortality.
Every client, I will ever work with...I will start with the Why. It's a pragmatic approach; people aren't resistant to change; they're resistant to change that doesn't make sense. Luckily, I enjoy that 'sense making' work, irrespective of the layers of complexity and emotionally charged narratives of "yesterday".
But I joined Apricot Consulting, because we want to change leaders, to change business, to change the world. And that gives my role as Head of Change, a deeply interesting and critical juncture; our client leaders and their teams, want a better Why than ever before.
Some of the responsible stewards heading up our organisations, see an opportunity to make an impact, in ways never possible before in human achievement. The next generation coming through the ranks crave a deeper sense of meaning, a connection to a cause greater than themselves, and a chance to contribute to social good. I recently read* a quote that encapsulated this mentality; "There's no point being a great business in a broken world."
With this evolving landscape, the work I do with change management and organisational transformation takes on a new level of significance. The goal is not to implement change for its own sake, nor to blindly jump on every market trend or new technology. Rather, it's to make sure that our change initiatives connect to the heart of our organisation's purpose and values. In essence, we align change with what matters. This sense of shared commitment and meaning energises and motivates everyone involved.
Our First Principle of Change, "Align change with what matters" unsurprisingly mirrors our hallmark Apricot Health Index. It's about rooting change in something deeper, something foundational - our purpose. But how does that come to life in an organisational setting?
In any organisational change, it's tempting to focus on the tangible – new tools, processes, systems...the benefits, the savings, the "better". While these are undeniably important, they don't inherently inspire or motivate; talent will never keep coming to work, to use a new ERP system. (Note: I accept, that "labour" - in the sense of those truly there just for the paycheque...could well do)
But your talent might keep coming to work to use that new ERP system, to help their teammates and deliver for their organisation. If they believe in that organisation.
For those of us who swim in the deep layers of change 'sense making' is understanding that "better things" don't offer a reason to endure the inconvenience, discomfort and disruption that change often brings. To a surprising extent, people will cling to "old and bad things", to avoid change! To truly engage people, we need to align change with something that stirs them at their core - a sense of meaning.
Our purpose is our why; it's the reason we exist beyond just making money. It's the unique value we seek to add to the world, the difference we aspire to make. It's what inspires and compels us to do what we do every day. When our change initiatives are aligned with this sense of meaning, they stop being something we "have to do" and become something we "want to do".
Reality check: "But wait...my change is pretty boring and uninspiring...but it's important too!"
The first thing to say here is: that's OK! Not every change is going to be as glamorous as launching a breakthrough product or initiating a ground-breaking sustainability program. In fact...the majority of organisational change is pretty bland - but that doesn't mean it can't be meaningful.
Even if your change initiative seems rather mundane on the surface – say, implementing a new compliance protocol or upgrading an internal system – it's still possible to connect it to purpose. The key is to look beyond the immediate task and consider the bigger picture.
Is your compliance change helping to maintain high standards of integrity and ethical conduct in your business? That's an important part of building a brand that's respected and trusted in the market - not to mention, keeping your people safe. Is your system upgrade making your operations more efficient and reliable? That contributes to providing excellent service to your customers and creating a better working environment for your teams.
Try to think about the 'boring' change from the perspective of those impacted by it, and how it aligns with the organisation's broader purpose. How does this change support the values we stand for? How does it help us achieve our vision? What problem does it help solve for our stakeholders and customers?
Even if the connection point is small...it can be enough for the change to make sense and have meaning. You're not just changing for the sake of it; you're changing to become better at what matters most to you. And when you communicate this clearly and honestly, people will understand, appreciate...and might even get excited about it.
Our First Principle of Change "Align change with what matters" is not about making change easy. It's about making it worth the effort. It's about ensuring that every step we take is a step towards becoming a better, more purposeful organisation.
P.S.: If you got this far and were thinking: "Well people understand why my change is important...but they don't like the solution / our proposal!", then don't fret - our Second principle is "Meet people where they are at". This second principle reminds us that everyone has their own unique experiences, beliefs, and feelings about change. We must understand and respect individual perspectives and adjust our approach to suit their needs. Stay tuned for the "how" on meeting people where they are at..or drop me a line.
*I am so sorry that I can't recall the source! It's an absolute gem. If anyone knows...please, please post it in the comments!