Contrary to some preconceived ideas, the managers interviewed strongly advise against taking too gradual an approach once the plan is ready. Slowness is the enemy of change. It exposes you to growing resistance, to the loss of initial momentum, and to the risk of losing the confidence of your teams. This doesn’t mean rushing in or changing everything at once; it means preparing the project carefully, then executing it quickly.

Sequence processing

In preparing the project, one manager interviewed recommended a sequential approach to transformation, allowing each area to be dealt with in a specific but orderly manner, since change cannot be carried out on all fronts at once. Contrary to the gradual approach, where areas evolve progressively, each sequence must be carried out with great intensity and ambition, but it is essential to recognize that certain “shifts” require strategic sequencing.

Creating momentum

A key element of success lies in creating momentum, a tipping point at which momentum becomes irreversible. Identifying this critical moment and using it as a lever to capitalize on the first victories, amplify the momentum and anchor the change in people’s minds for good.

” We have to move fast enough to overcome resistance, while showing intermediate results to maintain commitment “says one manager.

Skeptics have less weight in the face of visible, measurable successes, with all employees seeing that the project is moving forward and that concrete changes are emerging.

Breaking away from those who hold you back

Sacrifices will probably have to be made, since it’s important to recognize that some people, because of deep-seated resistance or misalignment with the vision, won’t be able to fit into the new whole. ” You have to know how to separate yourself from those who are actively holding back the transformation “. This doesn’t mean ignoring their concerns, but it does mean being clear about the risk they represent for the collective and, here again, acting quickly to prevent such resistance from contaminating the rest of the teams. You have to know how to say “no” and “stop” – not everything is negotiable.

Too much consultation can kill change.

Accepting imperfection

While listening to teams is crucial to avoid blockages, too many concessions or negotiations can quickly kill the momentum. Some employees cannot take advantage of transformations to renegotiate their scope or benefits, at the risk of bogging down the whole process. Accepting that change has an imperfect side, where there will sometimes be breakage to the detriment of people, is a necessary condition for maintaining the overall momentum and achieving the objectives set.

The managers we interviewed therefore invite us to remember that there can be no real transformation without a change in the people themselves. We cannot hope to succeed while remaining in “iso-management”.

Sometimes difficult but necessary choices have to be made to quickly align the right people with the objectives of change.