My second column challenged the notion that transformation hinges on changing hearts and minds. My last column identifies the first of three ways to activate agency. Let’s delve into the other two.
Accept attrition
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By stating the non-negotiables, you laid out options. Now – since you are not a dictator – honour your people’s choices.
Setting ambitious climate change, modern slavery, or health equity targets in an established company may trigger resistance from some staff, potentially leading to presenteeism, passive aggression, or even sabotage.
Instead of navigating an elephant in the room, why not pose an explicit choice? Imagine communicating something like, “To thrive, companies must evolve. For us, this means embracing this. This is why. While naturally nervous, we’re super excited about this next chapter because it refreshes what our core values mean going forward. We understand if this isn’t what you signed up for and respect your decision to contribute elsewhere. We hope you give us a chance to get you onboard before you give us your decision either way by this date.”
We often fail to accept attrition due to the fear of rejection. Remember, people are self-centred. If they opt out, it is likely due to personal reasons unrelated to your idea. Avoid shaming them, and you will enjoy the momentum possible when everybody is genuinely invested.
Let people tailor their experience
Think back to why surgical patients feel in control: they are offered choice wherever possible, no matter how insignificant.
Over a decade ago, I was responsible for the change strategy for a major company on a burning platform. The mandate was to slash its real estate footprint. The transformation was in their ways of working (such as technology + behaviour). If we succeeded, sustainability benefits – avoided and emitted carbon, materials consumption, waste, biodiversity impacts, equity, and more – were left up to us, so we went to town.
In time, our innovative approach would unleash a wave of accolades and awards. At the time, however, benefits realisation demanded that we transition a workforce traumatised by watching its ranks routinely slashed by thousands to activities-based working (ABW).
The budgets were so tight that there seemed to be no room for choice. So, I got creative.
Firstly, I fought for a choice of laptop: PC or Apple. Not stopping at the “no,” we negotiated that Macs would run on Windows.
Secondly, we repurposed the OH&S (Occupant Health & Safety) budget. Regulation required that an ergonomic backpack be provided with each laptop. Repelled by the prospect of countless ugly backpacks collecting dust, I took all the way “up” an argument for pooling the $60 per person into a “personalisation fund.”
We built a virtual marketplace where each employee used points to choose from dozens of bags, backpacks, mouse pads, headsets, computer sleeves, skins printed with personal photos, and a plethora of locker paraphernalia. To stretch that allowance, we wrangled close-out suppliers and assembled “welcome packs” ourselves, but the energy on Move Day (staggered to accommodate thousands of staff) was worth it! As staff evaluations confirmed.
Everybody got the opportunity to decide what would make the transition palatable and maybe even a little exciting for them. Even those who had resisted the transformation unwrapped their goodies with Christmas-morning joy.
We defanged a divisive experience and set the tone for the future, all on time and on budget. Importantly, the real estate footprint – with all its environment impact – was reduced by nearly a half, not to mention the waste avoided through only giving people what they wanted.
Imagine how phasing out of incandescent light bulbs would have veered if we were all stuck with a like-for-like. Instead, we have more choice than we ever had, and I bet that helped smooth the transition.
How else can you let people tailor?
Run volunteer groups on agency with short sprints. Three to four months is what most people can genuinely commit to. Let individuals recommit or spill after each term. And let people take breaks if life interferes. All my Boards now support sabbaticals. Not only has this increased overall participation and authenticity, but it has proven significantly less disruptive to plan for a director to sit out a quarter than to manage absentee board members.
Let people remember that commitment is a choice, and you’ll be amazed at what becomes possible.
What does this mean for your project?
What would make your sustainability targets palatable to people? As long as it does not hurt, be okay with answers that do not directly relate to sustainability (whether somebody chose “cool” or “warm” light bulb does not).
Returning to last column’s example of a commitment to 24/7 CFE, you would state the non-negotiables, make room for reshuffles and attrition, introduce options that align and allow staff to contribute, and nurture an ecosystem like the one I described in Extreme Green Buildings (2023, p. 102).
Lay the puzzle edges, then let you people loose and watch the magic.
Don’t expect people to care about your transformation.
Do honour their agency over their experience.
Think to the transformation you target.
- (See last column) What are the non-negotiables? List them as the Why, What, Who, When, and How
- What are the off-ramps for graceful attrition?
- How many (aim for at least 10) choices for tailoring their experience can you offer to those who come with you?
- Share – through the comments – how you go. Let’s keep this dialogue live!
What next?
No matter how well we plan and how smoothly it goes, transformation puts change-makers in situations of conflict. Conflict is stress, and stress takes a toll on our psyche, our bodies, and our lives. We’ll explore this next.