Whether you are initiating change via a team or on your own or are a team sponsor, you will need to make a compelling case for change. Besides the who, what, and where associated with the change, you need to explain the why—maybe again and again and again.
Use every means to share your mission: big or small meetings, memos, e-mail, the corporate newsletter, lunch dates with colleagues. Many change experts attribute the failure of many change initiatives today to a lack of sense of urgency about the need to change. This is part of the problem. However, there is often too much emphasis on the who, what, and where and too little on the why about change. If a company is in trouble and you want to get more employee involvement, it’s imperative that you make a strong case for staff participation and support of change efforts.