As an executive coach, I’m often brought in to work with leadership teams when they need successful change. Regardless of the nexus, I’ve learned the real change needed – the one that will make the change stick – is usually tied to the organizational culture. Candidly, culture shifting is not easy, but leaning on the Law of Diffusion of Innovation makes it totally do-able.
A recent client, an experienced HR executive, joined forces with her CEO to repair what they termed a “toxic environment”. Trust in leadership and between divisions was low, accountability was sporadic, impactful performance conversations were rare, and development was an annual box-check. She knew wanting change and actually undergoing successful change are not synonymous – like many of you she’d seen her share of change initiatives that never actually changed anything.
This leader wanted a path that worked with human nature, rather than against it. That’s where the Law of Diffusion of Innovation entered our discussions.
Diffusion of Innovation: How It Creates Successful Change
The Law of Diffusion of Innovation (by Everett Rogers) showed how new ideas spread through any population – including the workplace. In essence, this law asserts that leaders need not waste their time trying to win over the masses. Rather, they should win over the early adopters and involve them in creating the momentum – the wave – needed to carry the change to fruition.
Innovators
The law of diffusion of innovation says the innovators within a population will get on board with change first – if they feel inspired to do so. They’ll be willing to experiment, try, fail, and try again with tweaks. This is the smallest group within the population (2%), and they probably sit at the table with those most willing to jump out of an airplane at your team building events.
Our innovators will help us get our process and messaging right before going broader. As they do, they’ll be having early “wins” and will be eager to share.
Early Adopters
Next, we engage our innovators to help bring in early adopters. This will be around 14% of the population. With affirmative stories and evidence from the innovators, the early adopters will be willing to get in the water with you.
The diffusion of innovation law demonstrates we’ll need 16% of the population to build momentum for the wave of change. With our innovators and early adopters, we’re there!
Early Majority
Now with more success stories and visible behavior shifts being modelled, the credibility to support the change has grown and our early majority (34%) will be ready to jump in too.
Late Majority
Now we’ve got about 50% of the workforce on top of the wave, and the late majority (34%) will have enough proof and peer pressure to accept this change is for real. It’s “safe” and seems to be working for those on board… Whoosh! Here they come, too, and now we’ve got 84% of our population.
With the overwhelming majority now riding the wave, what started as a big, audacious change is now becoming a new normal. With consistency and follow-through, successful change will occur.
Laggards
Finally, you need to know there will be “laggards” (16%). Candidly, there’s a decent chance they’ll never become part of the wave. But, if they don’t, they are a small enough number that they aren’t influential and won’t break your successful change.
Obviously, this law offers a high-level perspective, specifically highlighting who to prioritize and invest your time with during a cycle of change. But this is how my client worked with human nature to lead the wave of cultural change her organization needed.
The “what’s, how’s, and when’s” had to be strategic too, but are stories for another day. The law of diffusion of innovation was followed to shape the order of bringing people onto the wave of successful change.
5 Strategic Moves for Successful Change
Now you know, or you’ve been reminded, what it takes to create a wave of successful change. Here are five practical tips to keep in mind when you take on a significant change initiative:
1. Clarify the “Why” and WIIFM
Develop clear messaging that includes why this change is important – not just to the top level, but cascading through the organization. Be consistent with messaging repeatedly and tailor the “what’s-in-it-for-me” for every stakeholder tier.
Inspire the innovators, give proof to the early majority, stay consistent, and allow peer pressure to move the late majority.
2. Identify your 3 primary adopter categories: Influence the willing Instead of chasing the masses.
- Innovators first: Innovation-minded, high-EQ leaders, then team members
- Early adopters: Respected, growth-oriented leaders, then team members
- Early majority: Pragmatic managers, then team members
3. Sequence the roll-out v. relying on training
Successful change is not just training. Plan feedback sessions and developmental checkpoints. Each layer of modeled behavior, alongside success stories, builds credibility and proof for bringing others on board.
4. Anticipate Resistance
All change meets resistance. Prepare for it mentally, emotionally, and practically. Then meet it with data and empathy, ready to diffuse it before it starts a wave of its own.
Remember, resistance isn’t failure, it’s data. Use it accordingly.
5. Leverage Internal Influence (Diffusion of Innovation)
Help your early Adopters identify their early adopters. This builds the network effect rather than trying to force an executive-led mandate.
Make your progress public. Dashboards, shout-outs, and success stories help alleviate fear and build trust.
Has The Successful Change Taken Hold?
It’s been almost a year now, and with the support and authority of her CEO, my client’s cultural transformation wave is impressive.
According to this client, the most exciting part of this massive undertaking is the feeling of riding the wave.
Culture change is happening. It’s thrilling for her and her CEO to witness and rewarding for the whole leadership team. The transformation has been systematic and thorough, but it hasn’t felt like drowning.
Leadership Team Learning
This client has changed the way these leaders approach change in a powerful way. She has proven innovations stick when they’re approached intentionally and strategically, modeled by credible peers, and reinforced by tangible stories and measures. NOT because they are decreed from the top.
The Wrap
Regardless of the nexus for the needed change, the law of diffusion of innovation helps turn change management from thwarted expectation to realized transformation. Start small, build visible momentum, and let the wave carry the initiative past the tipping point to the sunny shores of successful change.
Would it be great to have objective and professional support helping your leadership team drive important changes? Reach out for a free consultation – that’s what we’re here for!