Ben uses a change-management technique that works: tell your team what stays the same before explaining what's new. This familiar foundation makes people more willing to accept the reorganization and new responsibilities that follow.
Now Ben's introduced what's familiar and what's acceptable and what's innovative at the same time. So when you are introducing change, can you tell people this in a way that is advanced but also acceptable? Ben had a wonderful idea when we were going through a rework and Ben's team was changing a lot of responsibilities, team alignment, accounts. And the first thing Ben said to the team is, we're going through a lot of changes right now, But here's what's not going to change. He set a foundation of what's familiar first, and everyone said, okay, we're on the same, we're on the same page now. These are things that are going to change, but let me tell you what are changing. Now, Ben introduced what's familiar and what's acceptable and what's innovative at the same time.
The Franklin Effect: Turn Your Biggest Critic Into Your Strongest Supporter (Psychology Explained)
