If You Can't Answer These Two Questions Clearly and Quickly, You're Not Ready for Change

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I was recently in a meeting with a division leader at a major biotech company, surrounded by her executive team. We were deep in conversation about a significant change they were about to embark on. Naturally, I posed the question: "Are you ready to manage through this change?" And what followed was a beautiful, synchronized symphony of head nods and enthusiastic "yeses." It was almost poetic, really. A chorus of confidence. But here's the thing about that initial "yes"—it's often more of a reflex than a reality.

It's like when you ask a kid if they've cleaned their room. They don’t miss a beat in responding "yes!" while standing amidst a veritable disaster zone. The intention might be there, but the execution? Not so much. And in the world of organizational change, good intentions pave the road to, well, more anxiety.

So, I dig a little deeper because this is where the rubber meets the road. If you're leading a change, you need to be able to answer these two questions with clarity and confidence.

Question 1: What Exactly Are We Changing, and How Will It Work?

After that initial symphony of head nods, I often ask the core team to do something seemingly basic: write it down. Specifically, I ask them to articulate:

•       What has been agreed to?

•       What, precisely, is changing?

•       How is this going to work in practice?

Now, if this exercise results in a cacophony of conflicting ideas, blank stares, or a document that reads like a choose-your-own-adventure novel, then we've got a problem. A big one. Because if there's no clear, shared understanding and agreement on these fundamental points, then there's no real change agenda. And if there's no real change agenda, my friend, you are simply not ready. You're building a house without blueprints, and trust me, that never ends well.

Question 2: Are Your People Ready to Make the Shift?

This one gets to the heart of human behavior, which, as we all know, is the trickiest part of any change. The second question I pose is:

•       What behaviors are necessary to move forward with your change plan?

•       Which specific individual roles will need to change to meet those behaviors?

•       How likely are your people to make this shift, based on the plan you have in place?

This isn't about wishful thinking; it's about honest assessment. It's about understanding the human element of your grand strategy. If you can pinpoint the exact behavioral shifts required, identify the roles most impacted, and realistically gauge your team's readiness and willingness to adapt, then you're truly on your way. You're not just planning a change; you're planning for people to embrace that change.

If you can address both of these questions with clarity and confidence, then congratulations, you're not just halfway there; you're practically sprinting towards a successful transformation. You've done the hard, foundational work. You've moved beyond the reflexive "yes" and into the realm of genuine readiness.

However, if these questions cause more anxiety than a surprise pop quiz, if they leave you stammering or staring into the middle distance, then you, my friend, have some readiness work to do. And don't worry, I'll give you a metaphorical wheelchair in a minute to help you get started. Because getting ready for change isn't a sprint; it's a marathon, and sometimes, you need a little assistance to cross the finish line. Let's get you ready to roll.