Change management psychology is as relevant as ever in business conversations. Countless theories exist about the best approach. However, there’s an old saying – “If it ain’t broke, don’t fix it.” Let’s take a fresh look at one of the most successful change management programs ever developed: the 12-step program.
Originally designed to address one of the most challenging behaviors to modify – addiction – this program has helped millions worldwide overcome various issues, from alcoholism to substance abuse. Its emphasis on building an honest, collaborative, supportive, and cohesive social network offers valuable insights for business leaders.
Let’s adapt each step to apply to the corporate environment (while maintaining the integrity of the original concept). Doing so, we can create a change management philosophy for modern businesses and learn how the principles of the 12-step program can be leveraged to drive meaningful cultural change for organizations.
12 Steps for Positive Cultural Change in Business
One: Admitting we have a problem that has become unmanageable
The first step, and arguably the most important, is admitting you have a problem. This level of self-awareness, in business especially, remains rare. Even when we are aware, we often hesitate to address issues publicly, fearing a loss of credibility. However, as we’ve seen in corporate scandals over the years, pretending a problem doesn’t exist is far more damaging than addressing it head-on. Recognizing and acknowledging issues openly can inspire hope for positive change, while denial ensures the problem persists.
Two: Embracing that it will take more than just you to restore sanity
Once a problem is established, leaders must set aside their ego and embrace help. This could mean tapping into the collective problem-solving abilities of your team or bringing in external consultants with specialized expertise. Willingness to seek assistance isn’t talked about enough – but, if we had a complete handle on the situation, the problem likely wouldn’t be present in the first place.
Three: Relinquish control, understanding you are not in control of everything
Building on step two, step three challenges leaders to truly let go. Our “new world”, so to speak, is a world of flatter organizational structures and collaborative work environments. Within these, relinquishing control is more important than ever. For decision-makers accustomed to quick “yes” or “no” responses. This can be especially challenging. But, we’ve got to remember, help is only effective if we allow it to be.
Four: Taking a fearless moral inventory of ourselves
For a long long time, being cutthroat was widely accepted as a business practice. The end justifies the means type stuff. However, that all ended with the rise in corporate scandals, easily accessible customer reviews, and social media allowing everyone to share everything. Of the 49 biggest corporate scandals from 1494 to 2016, 13 occurred between 2008-2009. With the level of access available to the public, don’t let a poor moral inventory impact your business.
Five: Admitting the exact nature of our wrongs
Many business leaders still fear admitting fault, concerned about potential litigation. While the concern is valid, admitting an error can lead to redemption. Consider this example, that actually happened a few years ago: A company laid off a significant number of employees as part of a restructuring plan, giving each person only 5 minutes to pack their stuff. The remaining staff, chosen for their vitals roles in restricting, began resigning en masse having witnessed the treatment of their former colleagues. Had the company admitted that they handled the layoffs poorly they may have retained some of those who left. Instead, their failure to do so sealed their fate.
Six: Commitment to dealing with defects of character
People like to say “no one is perfect,” as a way to deflect and ignore their imperfections rather than seeking to address them. This step challenges each person to reflect on their character defects and actively work to correct them. For business leaders, this might mean working on your communication style if you’re a yeller, or developing some assertiveness if you struggle to voice ideas. Unsure of your shortcomings? Ask for feedback and be prepared to revisit step one.
Seven: Humility in asking for help in dealing with shortcomings
Similar to step two, but this time we’re focused on personal character and development rather than business problems. The old saying holds true: people don’t leave businesses; people leave people. EQ and interpersonal skills are extremely highly valued which makes this step all the more important.
Eight: Make Amends with all the person we have harmed
Similar to step five. Rather than taking accountability for the wrong, this step challenges us to reconcile our wrongdoings. In the earlier example, they could have contacted those they laid off with a peace offering of some sort, say offering career help via a 3rd party, or offering to collect and send the remainder of their personal belongings that were left behind. Some gesture, after realizing their mistake, to make amends for the unpleasant treatment could have gone a long way.
Nine: Make direct amends to such people wherever possible, except when to do so would injure them or others
Let’s say you abruptly shot down an idea from a colleague during a meeting. In addition to apologizing to the group for crushing a collaborative space, this step challenges us to make it right with that person. Approaching such instances this way, the wronged person no longer is faced with confronting you. With remote work and digital communication, this step is more of a challenge but no less important.
Ten: Continuing to take personal inventory, and when we are wrong, promptly admitting it
Think ongoing self-reflection and improvement. Change isn’t something that happens overnight or on a specific timeline. It’s a daily commitment to “lifelong” culture change.
Eleven: Seeking the will power to carry on with these principles
The 10 previous steps are hard. Changes on this scale will require a solid sense of self-awareness, communication, humility, and in a lot of ways risk. To admit fault will always carry a burden of risk, but the culture typically benefits from it. The willpower to maintain these principles becomes a differentiator as corporate culture begins to hold more weight.
Twelve: Carry this message to others and practice these principles in all our affairs
The last step has two parts. One to share the philosophy and experiences with others. The second is to live by this code in both your professional and personal life.
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