Creating Buy-In for Innovation Changes Across Departments

🙋♀️ How to Introduce Change in an Organization Facilitating transformation is a key literacy for healthcare leaders. In my role opening the new Texas Children's Hospital Austin over the past 3.5 years I worked with lots of young docs who wanted to start things — Programs, tech projects, unique service lines. I was their first stop. But creating something de novo in the largest pediatric healthcare system in the country takes an intentional approach. It doesn't work like a startup. This is what I told them 👇👇👇 1️⃣ Define the change You need a clear vision. 👁️ I do this with a 1-2 page executive summary. Something pithy, subdivided, visionary with clearly thought out operational steps. This should be developed (in your head) with a compelling elevator pitch for those critical hallway conversations. Remember that your vision summary is as much for you as it is for anyone else. You'll never know what you're thinking until you write it down. I never see the subtle lapses in my logic until I've put it on paper. 2️⃣ Create the value proposition Spell out why the organization needs your initiative. 🔡 Anchor your vision in something real: inefficiency, burnout, lost revenue, patient harm, missed opportunity. And be ready with clear benefits. This is where you help skeptical stakeholders visualize how good this will be to the organization. If you can create a sense of urgency it will help your cause. 3️⃣ Seek alignment Get key folks on board. One by one. 🚣♀️ I then disseminate this concept sheet to the highest practical level of leadership in the area want to change — in my case an senior or executive VP. This is key: I share this strategically with one person. The sense of selectivity that comes with knowing they were my first stop can be powerful . With buy-in from someone of influence, I then leverage this on my next stakeholder pitch to players who are more likely to help me bring this thing to reality. 4️⃣ Create proof of concept Show people what you got. 🎭 When you're selling something there's nothing better than evidence — the thing that helps people see the reward for participation. A living example; a brief trial, pilot, etc. In my organization you sometimes just have to bootstrap it and start in order to get to that first tangible chunk of success. 👉 Remember the bigger the organization the more likely you'll meet resistance. It's like gravity, only more annoying — You have to accept it and deal with it. Don't take it personally. Understand that pushback will come and counter with that clear, solid value argument. Persistence, consistency, and time are key elements in getting there — that can be the hardest part. 🐶 Eating the dog food — I just started a bold project of my own and had to use these steps. And every time I do this I learn something new. How do you start something? 📰 If you like this, check out my newsletter https://lnkd.in/g5GWsep3 #Leadership #Hospitals #Healthcare  #management

😅 Ever build an awesome new process, then realize you forgot to tell anyone about it? Yeah, me too. (Oops.) It's tempting to just flip the switch and say, "Ta-da! Go forth and use!" But we know how that ends... usually with confusion and some creative excuses. 🥴 The truth is: building it is the easy part. Bringing people along—that's where the real leadership magic kicks in. ✨ Here's what actually works (learned the hard way!): 👉 Admit you’re late to the party. A simple, “Hey, we built this, and honestly should’ve talked to you earlier—can we talk now?” goes a looooong way toward trust. (Transparency wins!) 👉 Swap "any feedback?" for real talk: "How would your team break this?" (Yes, seriously.) "If you could tweak one thing to make life easier, what would it be?" "Does this feel like it'll actually help, or did we just invent more busywork?" 👉 Context, not commandments. People resist "because I said so." They embrace "here's why this helps, and what we're trying to achieve." (Clarity unlocks buy-in faster than authority ever could.) 👉 Tiny moments of teamwork. Pilots, feedback loops, quick huddles, group chats—give stakeholders a chance to shape the outcome, even if it’s small. Ownership is a powerful motivator. 👉 Prepare for adoption (for real!). No documentation, training, or support? Congrats, you've built a shiny new paperweight! 🥳 At the end of the day, people don't resist change—they resist change done TO them instead of WITH them. I'd love to hear your stories! 👇 Ever rolled out something great (or not-so-great) and learned these lessons firsthand? Share your wisdom (or hilarious fails!) in the comments. #Leadership #RealTalk #ProcessAdoption #Collaboration #StakeholderEngagement #ChangeManagement #LaughAndLearn #PeopleFirst

The Physics of Business Success: Newton On Organizational Change Having participated in a large number of corporate transformations, I've often wondered: What separates successful change initiatives from those that collapse? The answer, surprisingly, lies in Newton’s Laws of Motion. The Inertia Trap Newton's First Law states that objects at rest stay at rest. In business, this manifests as organizational inertia – the silent killer of innovation. Kodak and Blockbuster both “saw the future” but their gravitational pull toward the status quo proved fatal. Force, Mass, and the Art of Change F = ma isn't just a formula – it's a business prophecy. The larger your organization (mass), the more force required to create acceleration (change). Satya Nadella illustrates this perfectly. Rather than attempting one massive change, he created a "growth mindset" culture that valued continuous learning and experimentation, and transformed Microsoft into a $2 trillion cloud/AI computing giant. The Resistance Paradox Newton's Third Law explains why 70% of transformation initiatives fail. Every push for change creates an equal organizational pushback. But some leaders have cracked this code. I witnessed this firsthand at American Express during a revolutionary marketing transformation. Sophia Skinner (Lundberg), my boss, understood that overcoming organizational resistance required more than just a good strategy – it needed momentum. Her approach was masterful: 1. Coalition Building - Daily lunches with key influencers across departments to build trust through listening and recruiting change champions outside of formal structure 2. Grassroots Momentum - Established a People Leader Forum for middle managers to drive innovation through empowerment that became the engine of change 3. Breaking Hierarchical Barriers - Pioneered "Leadership Team Minus One" meetings to facilitate honest dialogue among equals to win over potential resistors. In a similar fashion, Abhishek Mittal at Wolters Kluwer is a master in thinking big but breaking them into small experiments each of which allow easy in-market testing with customers and making progress through iterative success and learning. Yes, on the surface it is slow movement but when you keep moving 365-days a year, a step forward every day adds up to tremendous progress and you get a portfolio of award winning patented AI-enabled expert solutions in market. Both, Sophia & Abhishek have understood the physics of organizational change - momentum. The Momentum Equation In physics and business alike, the key to adaptation isn't force – it's momentum. Organizations that maintain constant motion through experimentation, learning, and coalition building don't fear market shifts. They're already in motion, ready to pivot to what’s next. As leaders, our primary job isn't to manage change – it's to create and sustain the momentum that makes change possible. Share the techniques you have seen Change Makers take?

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

‼️ My meeting with five executives turned into a town hall-style session with 100+ agitated team members. I was the IT lead for a major organizational change we were rolling out. ✈️ The executives at a large delivery center in Europe, which supported many customers across Europe, asked for on-site assistance with the rollout. 🥶 After I arrived, I was led into a conference room with five executives for a meet and greet. Few minutes into the meeting, the walls of the conference room slided out and I saw a large room with 60-70 people and more kept pouring in. 🆘 I could clearly sense that something was wrong. The executives told me that they have invited all the managers and their leads because they have several questions about the program. And the questions started coming,  ❓What were the reasons for this change? ❓What problems are we solving? ❓What metrics do we have to support the stated problems? ❓What results are we expecting from the change? ❓How did we validate if the change will yield the expected result? ⁉️ None of these were related to the system rollout, but about the business decisions. I realized that there was a lack of communication about the change. 💬 The dialogue continued throughout the week. I was able to answer many of their questions. While the team members still had some skepticism, they were more relaxed and offered many good ideas to make adjustments and improvements. ➕ Within few weeks of implementation, we were seeing good adoption and positive results. Based on this lesson, I flew to other sites for their rollout. 🤔 This wasn’t a one-off situation. I have been in the middle of several initiatives where the business leaders underestimate the need for organizational change management. ✅ Here are ten lessons from these experiences 1️⃣ Establish a communication and training plan to convey the changes. 2️⃣ Clearly document the need for the change with supporting metrics. 3️⃣ Anticipate the criticism, skepticism, and resistance. Be prepared to address them satisfactorily. 4️⃣ Create contingency plans to minimize risks and disruptions. 5️⃣ Partner upfront across the organization to create a sense of co-ownership. 6️⃣ Be flexible to accommodate regional and cultural differences. 7️⃣ Change often triggers many emotional feelings. Establish a support structure to listen, and empathize. 8️⃣ Reward behaviors that supported and improved the change. 9️⃣ Measure and monitor the expected outcomes. Adjust, as needed, along the way. 🔟 Transparently share results regardless if they are positive or negative. #ceo #cio #cto #informationtechnology #agileleadership #businessgrowth Agile C-Level Here several great posts and lessons on the same topic M. Scott Whitcomb Tyson Kopczynski Elaine Asal Khalid M. Nurain, BSc. Eng., MS CS, MBA, PMP, ITIL Courtney Morris David Tang Dr. Tony Prensa, ATP, PMP, PMOCP, PMO-CC, CPMOP Jessica Crow Don Davis PhD, MBA Eric Kimberling Elena Webb, MA, MBA, SAFe, Prosci