One of the best skills you can learn from your pursuit of an MBA is how to influence change.  To learn more about how this skill can create opportunity, we will talk with one of the nation’s top change management experts, Rick Maurer.   Rick Maurer, a renowned change management expert, speaker and bestselling author, educates audiences on how to get results from major change without headaches, cost overruns, and hidden problems...or Change Without Migraines™.  His expertise helps organizations identify even deeply hidden resistance, overcome it quickly, and in so doing implement even the most difficult strategic and tactical changes.

Mr. Maurer has worked with business leaders from a variety of companies throughout the world including major Fortune 500 companies, as well as private companies and nonprofits.  He is currently the CEO of  Maurer and Associates (www.beyondresistance.com).

In this interview, Rick offers some great advice for those who are looking to improve their career and get ahead in business through the influencing change in their organizations.

Todd:  Why do companies have so many problems with change?

Rick:   While there are a lot of reasons, there is one fundamental one that destroys many otherwise good projects. Leaders fail to understand why people resist change and why they support it. Leaders who really get the reasons why people resist just do a better job of avoiding problems. Or, when problems do occur, they spot them quickly and know what it takes to turn resistance into support. 

Todd:  What’s the best way a young MBA can influence change in the company?

Rick:  Let’s assume that the young MBA is the leader for a project (or at least a portion of a project). In those instances, there are a number of things the leader should do.

1. Determine who needs to support this change and what level of support you need from these various stakeholders. You might need some to be vocal champions for the change. These people are like the mavens in The Tipping Point. If they support something, others get interested. Perhaps you need some stakeholders to support you. The supporters differ from champions in that they can be counted on to supplies ideas, resources, etc. when you ask – but they will not be as extroverted in their support. And some stakeholders must just go along.

Once you’ve determined what level of support you need, then determine what level you are likely to get. Look at the mismatches. Those are places where you will need to build bridges.

2. Here’s where a knowledge of support and resistance comes in. I identified three sources of resistance. In simple terms: I don’t get it. . .I don’t like it. . . I don’t like you. Any of those can stop a change dead in its tracks. (The good news is that the opposite of those three is what you need. People need to get what you are talking about. They need to like it in the sense that they are willing to get engaged in making it success. And they trust your leadership. This knowledge can be immensely valuable as you work with stakeholders. For example, its not likely that someone will be your champion if they don’t think you’ve got what it takes. So, your task is to somehow show them that they can count of you.

Todd: This work with resistance seems to be the foundation for your work. I noticed that you have a free e-book, Introduction to Change without Migraines on your website. Is that a good place to start?

Rick: Yes, that e-book gives a good overview of those three sources of resistance and support. And, your readers should feel free to make multiple copies of the e-book if they like.  It might be a helpful resource in planning meetings.

Todd:  How can an MBA become a change expert?

Rick:  It helps to embrace a really sound theory of change rather than just trying to apply a random set of tools and techniques. A lot of organizations you the Change without Migraines approach, but there are many good change management theories out there. Just make sure that the one you choose takes resistance seriously. If these theories blame the people who resist or try to tell you that a certain percentage of your employees will always be “laggards,” be skeptical. I find that people resist or support change in large part due to how the leaders introduce it.

There is one big thing that your readers can do today that will increase their success tremendously. Address why before how.

Todd:  Intriguing, but what is why before how?

Rick:  Glad you asked (laughing). People are not interested in how a change is going to be implemented until they see why a change is needed. So well before you get an idea in your head and a plan to address your vision, make sure that others see the same picture you do. As I tell my clients, the stuff that keeps you awake at night needs to be keeping everyone else awake as well. In organizations where most people see the trends and potential problems and possible opportunities, they are far more eager to get engaged and make the changes a success. This may seem simple, but a study that I did a few years ago indicated that failure to make a case for change (addressing why) is the biggest mistake leaders can make. And those who do a good job of painting the picture of what’s going on, enjoy a much higher success rate.

Todd: How can people access the e-book you mentioned?

Rick: Simple Go to www.rickmaurer.com and they’ll find a link on the home page for Introduction to Change without Migraines.