Have you ever faced a critical change in your company but struggled to get buy-in from your leadership team? You know what I’m talking about—that pink elephant in the room. Everyone knows it’s there, but no one wants to acknowledge it. The mindset is, If we don’t bring it up, maybe it will go away.
But it doesn’t. Instead, it lingers, growing larger and heavier with each passing meeting.
A Real-World Example
Years ago, when I worked for a global training company, we faced a similar challenge. Our sales were flat, our market share was slipping, and our clients were giving us clear feedback:
- Our training programs were too generic—”vanilla,” as they put it.
- We were offering old solutions to new problems.
- Clients wanted customized training, including shorter sessions, assessment tools, one-on-one coaching, and digital formats like webinars and teleseminars.
Despite this feedback, the owner of our franchise was resistant to change. His philosophy? “You gotta dance with the gal that you brought to the dance.” He was convinced that the old formula would continue to work. Unfortunately, our competitors saw the shift in the industry and adapted—while we stayed stagnant.
The result? Our market share dwindled, and many salespeople, including myself, left the company. This didn’t have to happen. If we had proactively responded to the changing market, we could have thrived.
Understanding the Psychology of Change
In their book Switch – How to Change Things When Change is Hard, Chip Heath and Dan Heath explain why recognizing a problem isn’t enough. Change requires addressing both:
- The Rational Side – Facts and logic that make the case for change.
- The Emotional Side – Feelings that drive people to embrace change.
Steps to Drive Change
1. Address the Rational Side
- Clearly define where you want to go (your goal).
- Script the critical moves—what specific steps need to happen?
2. Engage the Emotional Side
- Identify the feelings that will motivate people to buy into the change.
- Invest in the training and tools needed to grow and support your people.
3. Build New Habits and Adapt the Environment
- Practice the new approach consistently.
- Tweak the process as needed to ensure success.
A Powerful Case Study: The Glove Shrine
In The Heart of Change by John Kotter and Dan Cohen, they share a fascinating example of how visualizing a problem can drive change.
Joe Stegner, a leader at a large manufacturing company, discovered a major inefficiency: the company was purchasing 424 different types of work gloves, with prices ranging from $3.22 to $17 for the same gloves—depending on the location.
Instead of just presenting a spreadsheet, Stegner took a bold approach. He:
- Collected one of each of the 424 glove types.
- Tagged them with their prices.
- Piled them onto the boardroom table.
When the division presidents walked in, they were speechless. The visual impact of the waste was undeniable. This approach led to a company-wide change in purchasing policies, ultimately saving the company over $1 billion in five years.
What’s the Pink Elephant in Your Organization?
Every company has its own version of the pink elephant—an issue that’s ignored instead of addressed. What is yours? And what steps can you take to eliminate it?
Follow the framework outlined by Chip and Dan Heath:
✔ Rational Side – Present the facts.
✔ Emotional Side – Connect with feelings.
✔ Practice and Adapt – Build new habits and adjust along the way.
By applying this approach, you can achieve results beyond what you thought possible.
Take Action Today
Want to implement these changes in your organization? Contact me for some ideas on how to positively drive change in your organization.
Tom Borg is the founder and president of Tom Borg Consulting, LLC. Since 1996, he has worked with CEOs, presidents, and their leadership teams in over 450 companies and organizations. Through his consulting, mentoring, coaching, workshops, and assessment instruments, he works with his clients at the intersection of leadership, communication, and culture assisting them to build a culture of engagement and teamwork. You can call or text him at his cell phone: (734) 812-0526 or email him at tom@tomborg.com. Visit his website at www.tomborgconsulting.com. ©All rights reserved.
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