Transitions

The dictionary defines transition as “a passage from one state, stage, or place to another; a movement, development, or evolution from one form, stage, or style to another.” Leaders know this definition by a much simpler moniker – change. Every process improvement project, company acquisition and merger, or resignation by a seasoned manager places leaders squarely in the emotional crosshairs of transition. It is a place of limitless opportunities and challenges.

When leaders introduce change there is often a predicable response from the workplace – a principle called the 30-50-20 Rule of Change. In most enterprises 30 percent of the employees and managers will embrace the new initiative, welcoming the opportunity to stretch their talents and skills. They will be less concerned about all of the details and more interested in the potential outcomes of the planned project. Tapping into this positive attitude will be critical if the transition is to garner any momentum toward a successful outcome.

As the rule suggests there is another important group that will impact any attempt to launch a new initiative – the 50 percent of employees and managers that will choose to “sit on the fence”. By deferring their support these individuals are taking a “wait and see” attitude. Based on the outcome of previous company projects, this group has learned that many of the changes sought by management will quickly lose steam and likely fizzle altogether, if only they stand on the sidelines. Their experiences are indicative of a common problem that often plagues efforts at transition. Early enthusiasm for the next “big idea” is quickly tempered by the hard work and discipline needed to carry the project forward. Efforts to communicate early successes are often absent and little thought is given to how team members will balance the new tasks with their existing ones. When the initiative fails, it is easy for cynicism to take root and respect for future projects is soon lost.

The 20 percent in the Rule of Change principle are found in every enterprise. These persons resist change at every corner and sometimes fiercely defend the status quo to the detriment of the organization. It is hard to imagine any transition being welcomed for any reason by this group.

Leaders who are contemplating change would do well to target their efforts toward the 50 percent in this 30-50-20 formula. By engaging these skeptics through a combination of well publicized early successes, mentoring and coaching from the 30 percent group, and a deep commitment to achieving lasting change, a momentum shift will be realized. When the 50 percent agree to join the 30 percent already embracing the transitions, the 20 percent will no longer be a significant factor. Faced with the inevitable, they will either join the rest of the group or choose to move on in search of another work environment.

Today’s organizations face transitions that are driven by technology, innovation, competition, and economic/political forces. Leaders are expected to navigate these turbulent waters with ever decreasing resources. While understanding the 30-50-20 Rule of Change won’t automatically ensure success, it does remind us that those we serve will ultimately decide the fate of our change initiatives. Getting many of them “off the fence” is a good place to start.