Organizations want to achieve the results of their initiatives by creating sustainable shifts in the mindset and behavior of a wide range of people. LQ uses the commitment ladder as a company-wide tool to achieve this desired outcome.
People display commitment when they feel the connection between their day-to-day job and the business strategy. Once they pursue the goal consistently over time, they accept only ideas or action plans that promise benefits and are consistent with the strategy.
Given this, it’s obvious why commitment is so important to the success of organizational change. The commitment ladder provides a model of how commitment can be built and sustained.
Here's how we helped Yuki to guide their clients through change and increase the commitment of their employees
Contacted & aware
Contact is the first encounter employees have with a change initiative that may require them to shift their mindset and/or behavior. Methods for delivering the first contact message can vary, going from memos, staff meetings, personal contact, internal social media channels and other mechanisms.
Awareness is established successfully when employees realize that modifications affecting the organization’s operations (and potentially affecting them) are possible. Ensuring the right internal audience is reached through targeted communication.
Sensing & desire
As employees learn more about the initiative and the role(s) they are likely to play, they begin to understand how it affects their work and how it touches them personally. Next, people form intentions to support the change. They form a positive perception if the benefits of the change outweigh the costs and benefits of other alternatives, including doing nothing.
Experiment & mastery
At this stage, individuals take action to test a change. This is the first time people actually experiment with the change and acquire a sense of how it might affect their work routine. While experimentation focuses on initial, entry problems, adoption centers on in-depth, longer-term problems. Their mindset shifts from ‘Can we do it?’ to ‘Do we want to continue it?’
New normal & ambassador
Change becomes the new normal. At the last stage, people “own” the change. They demonstrate a high level of personal responsibility for its success. They serve as advocates for the new way of operating, protect it from those who would undermine it, and expend energy to ensure its success.