Have we been doing it wrong? Beliefs and less Benefits.

I have a proposition to make - let's talk more about beliefs and less about benefits! I'd like to explain.

It's good to work closely with people, before, during and after change to drive greater benefits, isn't it?

As helpers, managers and leaders we use the word ‘benefit’ and in my experience this word alone can make eyes glaze over. People I speak to frequently think benefits realization is to create a map and then passively track and report. Do you find that too? 

They miss the point of what is a significantly value adding role.

I have some questions for you:

1. Should benefits realization make sure key stakeholders and experts feel in sync or on the same wavelength as each other?  (Rapport)
2. Should it help them to feel similar or relate well to each other in terms of what needs to be achieved and how to achieve it?   (Goal and Plan Alignment)
3. Should it help them agree and then do things to make it happen? (Achieve results together)

I propose that as helpers, managers and leaders we need to start focusing more on ‘beliefs’, and hopefully you agree if you answered YES to the questions above.

To achieve them then we have a duty to:

• Uncover what people ‘believe’ is needed and use these insights to challenge and structure a commonly accepted set of beliefs. E.g. this is what we believe is needed, what we need to do to get them and how they will contribute (a belief map rather than a benefit map?)
• Get people to acknowledge the reality of their situation – at the start of change and throughout – so it can be improved upon.
• Help people to change their own perceptions and then do what is needed.

To build rapport amongst people, to get their goals and plans aligned and then help them achieve results together we need to talk more about beliefs.

Let's now start talking more about beliefs and less about benefits. 

By doing this, I believe, benefits realization can truly drive greater benefits from change.