Systemic change takes patience, resilience and emotional buy-in

“Cha Cha Changes…turn and face the change…”, as David Bowie sang. Market dynamics, consumer behaviour, technological advances, cultural shifts – there are plenty of external forces for marketers to lean into and navigate.

There are also internal changes we may want or need to drive. Whether it’s redefining marketing’s role in the organisation, transforming how we approach marketing, enhancing the outputs we bring to market, improving our market or brand performance, there’s plenty to tackle.

Delivering change can feel overwhelming and frustrating, especially when the change needed to happen yesterday.

Whether the need and desire for change arises from a new leader entering an organisation with fresh eyes, or a current leader frustrated with the status quo and facing pressure to deliver turnaround results, the approach is often the same. A training session or programme for the marketing team in the hope it will help deliver a change in output or brand performance.

Truly transformative change requires shifts in structures, processes, ways of working and cultural norms.

As a trainer I would argue, of course, that training is a great intervention to help deliver change. It can also be an impactful part of the change process. Formal learning and upskilling is only one component of change. To make a real difference there is a lot more to consider.

The motivation, commitment, ability and desire of those tasked with delivering the change are one set of things. Alignment of key stakeholders on the proposed change and addressing the root cause issues behind the shift others. Not forgetting putting in place measures to try and ensure lasting change through ongoing support and refinements.

Among the most important considerations is alignment with the wider organisation. For example, investing in training and time spent developing strategic growth plans will be wasted if there is disconnect on who should be leading the ownership.

I have seen first-hand teams trained in developing long-term strategies for growth discover the wider business isn’t looking for growth from the categories their brands sit in and sales is setting the growth agenda.

I see leaders wanting to see the change in their team, commission the training, but not being part of the training themselves. As a result, they miss an opportunity to provide or put in place support for their teams beyond the training, as they look to embed and bring the change to life.

If we want to get different results, something different is required.

Truly transformative change requires shifts in structures, processes, ways of working and cultural norms. Understanding the root causes of issues to truly define why the need for change has arisen.

Systemic change takes time, patience, resilience, a well-considered strategy and approach. Isolated actions like a training session, template update or away day will not deliver.

Yes, change may indeed be inevitable, but how we lead teams through change – and how others embrace or react to change – will differ from individual to individual, team to team, organisation to organisation.

Here are eight considerations when embarking on systemic change:

1. Clarity

It always starts here. Clearly define the required change and its alignment with corporate vision and goals. Articulate why the change is necessary and how it benefits the business, team and individuals. Clarity inspires alignment and motivates teams.

Key questions include: What is the required change? Why is it necessary? What does success look like? How does it benefit the business, team and its people?

This stage is essential to understanding and motivating your team. No one runs a marathon without first understanding what their motivation is.

2. Leadership buy-in and alignment

Delivering change is a collective effort. Change requires cross-functional collaboration, buy-in and support from across the business. Engaging stakeholders early creates a sense of shared ownership, while transparency is required to align expectations. Using a ‘With you and for you’ stance is essential. Storytelling and strong vision of benefits from the change, coupled with real-world benefits, can also make the change feel relatable and achievable

Key questions include: Which teams will be impacted? Who needs to support this change? What do they need to understand, think and feel to believe in the change? How will alignment be achieved?

Without buy-in at both a tactical and emotional level it is unlikely you will secure the energy and resource required to make the change a reality.

3. Address emotional barriers

Resistance often stems from fear or uncertainty. Acknowledge concerns, provide reassurance and actively listen to build trust and momentum.

Key questions include: How will change impact individuals? What support is needed to understand and help address their concerns, and empower them?

Providing forums that offer the time and space to listen and learn is essential. Change impacts us all individually and depending on past experience, will evoke a range of emotions. Aim to predict any fears and communicate upfront how you will look to overcome, but also ensure you provide a safe space and time for others to share their concerns. Listening also provides insight on potential pitfalls. Not addressing these fears can lead to lack of buy-in and also paralyse team members from acting.

4. The right mindset

Cultivate a growth mindset that views change as an opportunity, not a threat. Leaders modelling curiosity, resilience and a willingness to experiment aids in fostering psychological safety for teams to try new things and not be afraid to fail. As I always say: ‘Never a mistake, only a learning.’

Key questions include: Is the current team mindset fixed or growth-oriented? What cultural changes are needed to embed change? How can leaders exemplify adaptability?

As I often say: ‘Mindset is what separates the best from the rest’. The reality is how individuals respond to change is based on their previous lived experiences and the mindset they adopt when having to do something they have not done before. Without the sense of safety, they are unlikely to act. Without adopting a growth mindset they are likely to negatively respond to the new skills they will need to acquire and refine. Both of which impact the action taken and movement to make the desired change a reality.

5. Embedding in daily work

The right tools, process, infrastructure and resource all needs to be considered ahead of any development intervention. Individuals need to be supported in applying the learning and changes day-to-day. Ensure you give clarity in expectations and recognise their effort.

Key questions include: What are the desired changes that will be seen in day-to-day work and outputs? What does success look like? How will these changes be integrated into daily tasks? How will success be rewarded for delivering these outputs?

Start with the end in mind. Defining what you will want and need to see as outputs can aid in defining not only desired outputs from future training, but ensuring that the right tools, resource and process are in place for the best chance of success. If you aren’t clear on the output and how the team will embed the learnings from training straight into the day-to-day, there is risk to the level of impact the training will have.

6. Skills and development

Defining any skill gaps and providing training and support will ensure team members are confident in adopting new processes or approaches.

Key questions include: What are the key skills that need to be developed to enable this change? How will we be able to embed the learning in the day-to-day? Who will support the development of outputs with the team after the formal training? What tools can we put in place to aid development of outputs after training?

Are marketers facing a clarity crisis?

Knowledge acquired in training needs to be practically implemented as soon as possible. Providing tools, prompts, resources and examples of what great looks like all aid in development.

But the way in which training is developed – acknowledging change and the benefits of the change to the individual – is key. Providing support either from the trainer or internal mentors will help, as they implement the learnings and refine the outputs.

7. Celebrate wins

Whether big or small, regularly sharing successes, setbacks, progress and milestones will help build trust and motivation, while ensuring everyone understands their role in the journey.

Key questions include: What are the key milestones? How will achievements be celebrated or personally rewarded?

Our brains need to know that hard work, whether overcoming a fear or stepping outside the comfort zone, has been worthwhile. Celebrating success not only aids in the motivation to keep going, but will also change perceptions for our brain around future changes.

8. Continuous improvement – it’s never one and done.

Change is rarely perfect on the first attempt. Use KPIs to evaluate success, gather feedback and refine the process to ensure alignment with organisational goals.

Key questions include: Do you know what success looks like? What data sources and feedback can you gather (and when) in order to course correct if needed?

Clarity on the KPIs ahead of the change happening provides a focus on what success looks like and allows for the opportunity to course correct along the way.

Change can and will often feel uncomfortable, but it’s also an opportunity to edge ourselves and our team’s thinking, and ability, closer to our goals. It is essential we embrace change so we can remain at the forefront in our ever-changing profession and lead the long-term commercial agenda