What you do every day as a leader, and a manager, is to get people to sell your ideas, sell your vision, and sell them the culture of your company. As a leader, you are bound to spend a lot of time educating your teams and instilling in them the idea that when they do better, they constantly grow, learn, and achieve more. It takes tremendous persuasion skills. You often have to sell projects, sell products, and sell ideas. We are selling, selling, and selling. Any change being envisaged is also needed to be sold. A leader and a manager have to master and apply persuasion skills when a change is to be introduced.
Change requires lots of time, courage, patience, and endurance. Successfully implementing a new reform, a work schedule, a process, or selling a new product requires knowledge of the change process, implementation hiccups, people’s reasons for resistance to change, and an ability to press on regardless.
Let’s consider an example of an HR Head who finds that absenteeism is on the rise. He begins to issue advisories in a bid to address possible reasons for the increase with different departments. They agree they need a multipronged approach, prioritize their action steps, and propose a solution. They go to the administration to get some support for the initiative. They hit a roadblock. They go to the Union to share their views, but reasons cited for absenteeism are galore. He keeps the parleys on. He talks to the department heads and finds out what others are thinking. He refines his strategy. He keeps talking. He talks to colleagues during the breaks. He takes it up at staff meetings. He keeps on issuing fresh advisories. The departmental heads learn from one another about which processes have been effective and which ideas and communication strategies have not. And eventually, they get a policy document finalized in the next AGM to propose some suggestions for what can be done to effectively stop absenteeism.
When you opt for a change, you should learn who the right people are, the right words, and the right timing. The HR Head embodies the verb persist. He was aware that persistence is a must for anyone who wants to promote good systemic change in an organization.
Persistence means being aware of and acknowledging reality, anticipating resistance, and expecting, from the outset, the need for support. You have to be a team man to persist. Persistence is an essential habit to be cultivated by a leader who wants to be a change catalyst. Common synonyms for “persist” include “remain”, “continue”, and “endure”. All of these words mean more or less “to exist for a period of time or indefinitely,” but “persistence” means beyond a certain amount of time and often implies stubbornness.
Sometimes you just have to persist. One thing to do is keep going. One thing to do is to fill your heart with the mission that lies ahead. You may not get immediate results, but you will get closer to your goals.
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