When Does Change Happen?

StrategyDriven Change Management ArticleRecently, a client called to ask for help: she wanted her franchisees to add Buying Facilitation® to their sales skills so they could close more sales.

I sent them a couple of blog posts to help them rethink the differences between pushing a solution and first managing the change that a new solution would require. We then had a phone conference.

With a 2% close rate, these folks defended their current skills: by any rational standard they rejected the possibility of being more successful, preferring to maintain their status quo. Were they irrational?

I don’t believe in the words ‘irrational’ or ‘rational.’ Like all decision makers these folks made the best decision they knew how to make at that moment in time: they are being totally rational – within their unique system of beliefs and values. These folks are more comfortable with their status quo than they are with the prospect of change, even at the expense of more money and more clients.

What is Change?

Change isn’t just a matter of having a new thought, or adding a solution, or asking folks to take on different tasks because if people had agreed that something was wrong and knew how to change it congruently, they would have changed already. The environment people live in is the sum total of all of decisions to date.

Change requires that we somehow integrate the new with the decisions and behaviors we’ve already created and maintain daily. Until or unless we figure out how to reconfigure our rules, roles, relationships, and ego issues, we will take no action – even if it means sticking with something that’s less than successful.

Broken Change Models

No current change management or sales models handle this problem. Before you decide to change, answer the following:

  • What would you need to know or believe differently to know when it would be time to make a change?
  • What rules and roles and relationships in your current environment would need to be maintained in order to adopt change without disrupting the integrity of your system?
  • What is it about your status quo that would need to be addressed prior to planning change in order to ensure that anything new wouldn’t destroy what you already do successfully?

Because until or unless you can be assured that you can make a change that is integrous with who you are, and get the appropriate buy-in for change, you will do nothing.

The big question is: what sort of buy-in would you need? And how could you go about getting it in a way that would be acceptable and welcomed by the system.

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. ( She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and the new book Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it. She lives in Austin, Texas.

StrategyDriven Change Management Forum

“The number of transistors and resistors on a chip doubles every 18 months.”

Gordon Moore
co-Founder , Intel
Originally published in Electronics Magazine, April 19, 1965

When Gordon Moore made this famous comment, there were approximately 60 devices on an Intel chip. Four decades later, Intel placed 1.7 billion transistors on its Itanium chip; proving Moore’s Law to be fairly accurate.

Only a few things occur with certainty and one of those is change. Technology changes flattened the world and gave us access to individuals living thousands of miles away. And it did so in less than two decades. As business leaders, we no longer compete with local, regional, or domestic providers; we are challenged by rivals from Europe, India, China, and Japan.

Advances in technology altered the social fabric of the workplace too. While cell phones, email, and social networking connect us almost instantaneously from almost anywhere on the planet, medical breakthroughs enable us to live longer, more productive lives; bringing together four generations of employees in our workforce – each with differing values, goals, and needs.

Change is indeed occurring. Leaders who can motivate and inspire their employees to embrace change give their organization a significant competitive advantage. Those who do not place their organization at significant risk of becoming irrelevant.

Focus of the Change Management Forum

Materials contained within the Change Management Forum provide insight to the principles of change management as well as the best practices of those leaders recognized as top performers in this area. Each article is tailored to help readers improve their organization’s change management policies and practices so to achieve superior results and move ahead of the competition.



StrategyDriven Expert Contributor Articles

StrategyDriven Podcasts

StrategyDriven Podcast

StrategyDriven Podcast – Special Edition



Be a GPS System for Change

As change agents, we find ourselves regularly challenged to get the buy-in and follow-through we need. We often start with a great premise and desired outcome, but few tools to enlist the necessary buy-in.

Two things must happen before change will occur:

  • the people in a system must recognize, manage, and buy-in to all the elements of the suggested change,
  • the system must comprehend that a solution will maintain the integrity of the whole.
Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it
by Sharon Drew Morgen


Every day, business people face critical buying decisions – from new software to revamped website design to employee training programs. But all too often, the long lag time between recognizing the need for a new solution and actually purchasing and implementing it leads to lost sales, lost opportunities, and lost productivity. Thought leader Sharon Drew Morgen has uncovered what keeps organizations from moving forward and in her new book, Dirty Little Secrets, she reveals what potential buyers need to know to expedite the process of bringing positive change to their companies.

Dirty Little Secrets offers dozens of examples to clarify precisely how buying decisions can be facilitated through the right kind of questions, including an in-depth case study of a marketing manager who recognizes the need for a better website and wants to bring in an external design team. Sharon Drew explores what happens when he stumbles in the dark trying to bring his fellow managers, the internal tech team (which is responsible for the current site), and the CFO (to whom the tech team reports) on board. She then presents the same situation using Buying Facilitation®. The result? “Decision facilitation” enables a smoother, faster process that leads to a better outcome for both the marketing manager and the design firm.

Unfortunately, we’ve never been taught how to help manage the behind-the-scenes – and often unconscious – issues necessary to create and maintain systemic change. We’ve operated on the assumption that with a rational initiative and good communication folks will know how and why to adopt the change – and if they don’t, we handle their resistance.

I suggest there is a more effective way to be successful: become a GPS system and lead the change from the inside out.

Be the GPS System, Not the Consultant

During change initiatives, we often don’t manage the unconscious issues that underlie the status quo and will shift during change. People will take no action – or will resist any request for change – until they address these in a way that maintains internal congruence. But because they are often hidden, we tend to ignore them until it’s too late.

Before designing a change initiative, we need to:

  1. understand the details, associations, and historic import of the internal systems issues that created the problem that will be changed,
  2. figure out how it has been maintained and held in place daily,
  3. recognize the new rules, roles, and relationships that will emerge post-change,
  4. help folks manage the differential in their beliefs between who they are now and who they will be, to help them accept change on a personal level first.

When we attempt to use negotiation skills or OD skills at the wrong time in the change cycle – and almost all change agents attempt to get folks to agree to change well before they have figured out their personal routes through their change issues – we are delaying the change and opening up the possibilities for rejection and sabotage.

Current strategic change models only manage the ‘push/information’ half of the change process. Let’s add a ‘pull/buy-in’ skill set.

To ensure buy-in to change, become a neutral GPS system to navigate followers through the old and new systems issues that will shift, and help them create their own new rules, roles, and relationship patterns.

Help them develop the sort of environment that will both match the change and manage the personal, idiosyncratic elements that have made the folks successful in their pre-change situation.

As part of your new GPS skill set, become a decision facilitator and lead change where it begins: within the system that created the need for change to begin with, and through the people who will be leading the charge.

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. ( She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and the new book Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it. She lives in Austin, Texas.

Get Buy-In First Before Initiating Strategic Change

StrategyDriven Change Management ArticleInitiatives involve change. Yet no matter how essential or critical the change, change is fraught with pitfalls that are costly.

The problem is that too often the change is a push from the top, with the assumption being that because the initiative is important, and well presented, that folks will naturally buy-in. But we know that’s not true.

The conventional way of achieving buy-in usually involves some sort of influencing:

  • find the decision makers in a group or those deemed to be ‘in the know’;
  • inundate these folks with the importance of this particular new initiative;
  • get influencers involved with creating and testing a prototype;
  • get 5 or 6 influencers to use it and start a buzz going;
  • write up case studies and send them out to the user population;
  • test the results, make the necessary changes, and start the implementation.

Basically, it’s a sales job: it’s information-driven and does not manage a belief change; individuals are often left out of consideration; communication is often top down rather than across contexts and individual-criteria based.

A Change Initiative Deemed Successful

I interviewed the CEO of a well-known copy company, asking him how he managed change. He told me of a recent initiative that had needed buy-in from 30,000 employees. He spent over a million dollars on a high quality dog and pony show – and then went on the road for 6 months to introduce the initiative.

He said everyone bought in. Everyone I asked? Well, yes, except for about 10%.
SDM: What happened to those 10%?
CEO: It became a retention issue.
SDM: You fired them? You fired 3,000 people?
CEO: Yes, but it wasn’t a problem. They were deadwood: the folks that had been around 18-20 years.

He fired the core – the very history – of his company because he didn’t know how to get buy-in. Others have since told me that a 10% fall-out rate is great, that it could have been worse.

We have assumed that by asking our target audience to make behavioral shifts – often leading to new job descriptions, or new relationships and skills – we can get buy-in. But we are merely pitching an idea from our own map of the world and assuming that the listeners will react as we want. We are pushing from the outside, hoping to get specific results from the inside.

The Systems of Change

We actually have no idea what criteria needs to be met before others are willing to change. We have no idea what internal issues we’re asking people to shift.

We don’t realize that before change can happen, a series of internal agreements must be accomplished to ensure the congruency of the unique system the person or group has lived with for some time.

Until or unless a person or group is consciously willing to support a request for change, they will merely attempt to carry out what they think they’ve understood.

But what does that mean? It means people will only do what they are comfortable with, to the level they agree. It’s quite impractical to assume that others will change because they’re told to.

Let’s think about that for a moment. People-systems include all of the criteria – rules, roles, relationships, beliefs, partners, economic factors, branding and competition issues, ego needs – which the people have already bought into and acted upon when entering the system (i.e. becoming an employee).

In fact, the entire range of criteria that folks have originally bought into is relatively impervious to change, otherwise it wouldn’t be a system. And anything new that enters that system must parallel the same norms, rules, beliefs, and implied outcomes included in the status quo, or the system will reject it.

In other words, if a team has been doing a job based on one set of rules, they won’t change their behaviors just because a new set of rules has been issued. They would certainly individually give it a try because the request comes from on-high, but they might not know how to work together as a team with the new rules, or they might individually be carrying out functions inappropriately because their unconscious annoyance might kick in, or whatever.

Indeed, when others must acquiesce to change, when rules and roles and norms, relationships and skills must change as a result, the ‘inside’ needs to shift more than the ‘outside’ – the inner beliefs rather than the external behavior or rules.

Change Our Beliefs

What if we believed that:

  1. unless each person – each person – that will be a part of the change process has to buy-in to the change before they are presented with an action plan or they might end up unwittingly (or ‘wittingly’) sabotaging the operation;
  2. a system will reject any element that threatens its status quo;
  3. people are doing the best they can at any moment, but may have conflicts: What if the change encroaches on their levels of responsibility, or interaction with colleagues or clients or other departments? What about managing new partner relationships? A lot of ideas and responsibilities may be competing in the same category for the same mind share;
  4. unless there is buy-in at the belief level, people may not necessary know how, or be (un)consciously willing, to change;
  5. people are generally willing to change and be compliant at a conscious level but un/sub conscious issues may create a different set of buy-in behaviors that may be counter productive to the ultimate change requested;
  6. decisions don’t need to get made right away – the status quo has successfully been in place until ‘now’;
  7. disagreement up-front might end up shedding light on inherent problems with a proposed implementation, and managing the disagreement might yield a more robust solution.

In other words, people may not be aware that they have issues that are causing them to not be compliant with the change request, and that without discovering and then managing these issues up front, there will be implementation issues that may derail the success of the project. Not to mention how the change process might be enhanced as buy-in discussions might lead to increased creativity and leadership.

Let’s approach change by recognizing that buy-in should be achieve before attempting to implement any change initiative.

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. ( She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and the new book Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it. She lives in Austin, Texas.

The Advisor’s Corner – How Do You Sell a Major Change?


Feedback indicates my company’s current leadership training program, though inexpensive, yields little to no value. My research shows that an alternative training program has produced superior, measurable results at other organizations. How should I go about selling my manager and the organization on the need to change from our current training program to this alternative one?

StrategyDriven Response:

Decisions to make significant changes are not often made quickly. Rather, these decisions are made after receiving input from affected stakeholders and subjecting each available option to a thoughtful cost versus benefit evaluation. With this in mind, it is easy to understand why organizations often use business cases to facilitate the decision-making process.

Well constructed business cases often require significant personnel and financial resources to develop. Considering the complexity and significance of the circumstance presented, we believe your first step should be to gain authorization to expend the resources necessary to research and develop the business case for the proposed change in the leadership training program. Once developed, your well structured business case, clearly presenting the costs and benefits associated with each alternative, will help you secure the management decision you seek to revise the organization’s leadership and training program.

Final Thought…

We suggest your business case include not only the two options presented in the initial question but also any additional alternatives presented by the responsible manager or other members of the organization. Leveraging their knowledge and experience may help you identify other worthwhile alternatives that would otherwise not be considered.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].