Lessons From Long-Distance Running: Support Mechanisms

This is part of the series "Lessons from Change Management Strategies and Long Distance Running."
How would you like to run in those rubber boots? Of course it is ridiculous! What is worse, it could be dangerous. You have to use the right shoes; you have to have the right gear. I train in a pair of Nike Free (right), great shoes!

Shoes do make a difference!

Other support mechanisms for runners can include a schedule for regular practice, a training program to systematically increase endurance and speed, access to a gym with the right equipment, diet and supplements, and a running group. Likewise, organizational change requires support mechanisms to enable the implementation of the change and to assimilate it into organizational culture. The first step is to clearly define the desired behavior that the change requires, then align the support mechanisms or systems to reinforce the change.

The figure above illustrates the eight critical support systems in the SmartChange™ Methodology. It is not possible to explore each in detail, but from my experience here are my top three:

1. Metrics & Tracking refers to what is measured and how it is measured. For instance, a sales organization that is adopting a value pricing strategy expects to optimize margin as a result. But continuing to measure sales people only on sales volume is inconsistent with the change. Why? Because if that's all they measure, they will continue to close sales by giving discounts, rebates, and warranties, all of which erode margins. If you want change, measure the right things!
2. Performance Management refers to how metrics and performance indicators are used to evaluate and improve human performance. Performance management is not a semi-annual meeting or the on-line system used to 'rate' employees (though they are part of the process). Rather, it is the quality and quantity of manager-led discussions where the employee receives feedback, direction, praise, ideas, and where they get to discuss how they impact the organizations' goals. It is during these discussions that change can be communicated, reinforced, and institutionalized for good. But it only works if it starts from the top and if you are measuring the right things. If you want change, make it part of the performance dialogue!
3. Rewards & Recognition is closely related to the previous two points and refers to the way certain behaviors get rewarded and/or recognized. I recently worked with a client that wanted a culture of continuous improvement, and this requires a mindset of prevention. Yet, it was common practice to recognize and praise fire fighting and 'heroes' in times of crises. Clearly this informal reward mechanism was inconsistent with the desired behavior of preventing problems. If you want change, reward behavior that is consistent with it!

There are other important and powerful mechanisms or change levers that should be addressed during times of change. These support mechanisms make it possible for change to occur; they can also make it possible for change to be sustained.

Ignoring them is like trying to run a long race in rubber boots. It is possible but it will be very uncomfortable, painfully slow, potentially dangerous, and it's nothing like running with the right gear and with the right support systems in place.