Try making a simple change in your life
04/10/2011
Recently I decided I would attempt to do my bit for the planet and change an ingrained habit. Being something of a traditionalist (but by no means a stick in the mud) I've always been one to wash up the dishes post dinner rather than load the dishwasher. For me the dishwasher occupies the space next to the fridge because if it didn't, well there'd just be an empty space and that wouldn't look very good would it?
I recently read that this is an inefficient use of electricity, water and has a greater negative effect on the environment so took it upon myself to change my ways. Simple, you would think. Day 1, dinner is cooked for me, I eat it, wife loads dishwasher, simple. This is easy. Day 2 I cook dinner (a rare event), eat it, wash up dishes in sink. Damn. Day 3, I "heat up a dinner" put plates etc in dishwasher – yes I've cracked it! Day 4 wife cooks dinner, I get up from the table and wash the dishes in the sink. Ah, not doing very well. Saturday morning, cook breakfast, wash pots in sink. This cycle has pretty much repeated itself for the last three or four weeks. So, is it just me, or is it difficult for everyone to change habits even though the benefits are clear and well understood and in this case even close to my heart in terms of my moral and ethical beliefs?
This episode in my personal life I think has strong correlation to the struggles employers and employees find in their professional lives during value creation. Change behaviour, work differently, feel benefit, add value. Why is it difficult? We know it must be difficult, because we see it in the majority of organisations that engage with us. Projects and Programmes identify benefits, Boards made up of senior, experienced and talented management commit big chunks out of their P&L because the benefits look so attractive and achievable. Change is initiated. Benefits often aren't realised with the impact that was originally expected. As Change Managers at Greenlight we have a toolkit of techniques for maximising benefits realisation, but I'm interested in the leader in you who is reading this, what do you do to deliver effective change? Answers on an email please…
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