Chapter 6 How to Make a Compelling Case for Change 101

Step 5: Reinforce the Message

People forget. After heart attacks many people start treatment programs, but only a few stick with the program so that they see the benefits that rehab could provide.

People are busy, and what’s urgent today crowds out other impor- tant things. Plus we have a built-in immunity to change. (See an inter- view with the authors of the book Immunity to Change in chapter 11.) It’s important to keep the message alive with the same emotional intensity you achieved at the outset.

During the reinforcement step, you can include some of the things I urged you to use sparingly in Step 2. Don’t overdo it, but they can serve as good reinforcements for your message.

In addition, you might try:

• Broadcast voice mails

When Continental Airlines worked their way back from bank- ruptcy years ago, the chairman, Gordon Bethune, sent out broad- cast emails regularly to every employee to thank them and let them know what was going on. He did not delegate this task. People heard his voice.

• Question-and-answer sessions

Town hall meetings and virtual town hall forums can be great places for people to get answers to questions. And they are great ways for you to learn where people are currently with regard to the change.

Two warnings: If you are someone who gives a twenty-minute response to a simple question, ask someone to facilitate and keep you in line. I have seen many well-intended town hall meetings die simply because the leader couldn’t shut up. And know your own knee-jerk reactions. Know what might trigger an outburst ofsome sort from the group and practice what you’ll do to make sure you don’t give in to the jerking knee.

• Management by wandering around

Tom Peters and Robert Waterman3 found that many good leaders just wandered around with no agenda. Once people got used to