I was struck by a recent conversation with a client. She was reacting to an employee who, in her words, just did not get it. When I asked what the employee did not get, the conversation expanded into how, despite all that was going on in the economy, some staff were still reluctant to change. We talked about why such reluctance existed. The manager felt that some employees had their heads in the sand and needed a reality check.
I have a different take on the situation. On questioning the manager, it became clear that while the organisation was very direct on telling employees what needed to change, there was very little communication about why the change was necessary or even what difference it would make. If your employees cannot see a direct link between what the organisation wants them to do and how it will drive the organisation, managers can hardly expect them to be driven to change. Most employees will change; what they need is a valid reason. If organisations do not give their employee a clear line of sight between what is expected of them and what the organisation is doing, then while change may take place, it will be slower and less successful than it could have been.