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There is much written about leading and managing change and getting through transitions – getting people emotionally bought in, motivated, and ready to change.

In MOVE I go beyond the initial change and focus on what it takes to make a transformation really stick after you start the change, for the whole time required to make it happen. But for a moment, let's review what is important about the initial change process.

The Change Equation

Much of the wisdom about motivating an organization to change is referred to in the “formula for change,” created by Richard Beckhard and David Gleicher in 1969, and then refined and popularized by Kathie Dannemiller in the early 1990s. It is sometimes called “Gleicher's formula.”

If you haven't seen it, this is useful stuff:

D × V × F > R

D = Dissatisfaction with Current State

V = Vision of the Future

F = First Concrete Steps to Get There

R = Resistance to Change

Basically, this equation says that if any one of the things on the left is zero, the resistance, no matter how small, will not be overcome, and the change will not happen.

The most common takeaway from this is that you must make an effort to make sure that D is not zero, meaning if people are too comfortable, they will not change. Dissatisfaction helps motivate change.

But the Harder Part Is in the Middle

What I have found, over and over again, is that even if you get through that initial change and get a good start on it, progress often stalls after a short time, and people go back to what they were doing before.

Even sufficient Dissatisfaction, Vision, and First Concrete Steps are not enough to ensure lasting transformation. Vision defines the exciting goals and end point. First Concrete Steps define the beginning.

And then there is the great, vast abyss in the Middle.

“Are We Still Doing This?”

No matter how vitally important a long-term initiative is to a business, the gravitational pull for people to go back to their day jobs is enormous.

The thoughts of not starting, stopping, going back, not changing, and not continuing when it gets tough are so much more powerful and comfortable than the thoughts of Hey, let's stick with this new, hard thing.

To lead a successful transformation, you need to get enough of the people actively moving forward instead of asking, “Are we still doing this?” You also need them to be showing the way forward for others.

I wrote this book to give organizations – the leaders and the whole team – the necessary tools to confront the ongoing hazards of stalled execution at every step along the way.