There’s nothing wrong with introducing employees to the “next big thing.”
After all, a new business strategy, program or technology can make organizations more competitive, high performing and profitable.
But if your leaders are the type to quickly abandon and endorse one initiative over another—that is, they have “corporate A.D.D.”—this strategy can have the exact opposite effect of positive change on your workforce.
That’s because the success of your organizational change initiatives hinges on employee buy-in.
And, unfortunately, corporate A.D.D. is not conducive to securing employee endorsement.
Leaders with corporate A.D.D. believe that the more changes they make, the more high performing their employees will be.
But employees can only take so much of back-to-back (or concurrent) initiatives like:
If your organization tends to jump from one “latest, greatest thing” to another, your employees will react negatively.
Why? Because, after a while, employees will dismiss everything you do as the newest flavour-of-the-month. Rather than fully embracing it, they will give your initiative lip service.
Some may even take on behaviours to sabotage its success.
In other words, corporate A.D.D. doesn’t lead to a higher-performing business, but to wasted resources and a jaded workforce.
Here are some things leaders can do to combat corporate A.D.D.—and increase the likelihood of getting employees on board with their initiatives.
Good leaders know how to set the pace and can resist the gravitational pull of “the next new thing”. Ensure that next big organizational initiative is the right one and avoid the pitfalls of corporate A.D.D. Doing so will go a long way toward positive change.
Co-Founder of Juice Inc, Thought Leader & Author
Co-Founder of Juice Inc.
General Manager and Director of Sales
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