If you had a tool that could improve the way your teams interact, cut down meeting times, increase productivity, build stronger relationships and it was cost neutral – would you use it? What if I told you that you already have that technology and you’re not using it?
Video conferencing has been around for years and it’s been shown to mirror many of the benefits of in-person interaction. Compared to the standard conference call, video conferencing helps people stay engaged and allows them to see facial expressions and body language to better understand what their colleagues are really feeling. Despite all these benefits, video conferencing still isn’t standard in the majority of sectors.
Why is that? The answer is simple: People are afraid of change. There’s a prevailing mentality that if it’s not broke, don’t fix it. And many people are so accustomed to the current method, that they don’t even realize that it is broken. They’re driven by FEAR (or False-Expectations-Appearing-Real, as we like to call it) to maintain the status quo.
This is just one small example of a change that organizations should embrace. Many other changes will be much bigger and have lasting impacts on the company and the people who work there. And those changes require a leader who is willing to break the status quo. One who is willing to stop looking backward to the days when it worked and start looking forward to the next evolution of business.
Once you’ve decided to change, it’s time to bring everyone else on board. That part can be harder, especially if they don’t immediately see the benefits that you see. That’s why every vision requires a story. You have to help people see a better way. You have to paint a picture of what the possibilities could be. Change is hard if it's for the sake of change, but if you can tell people a story and show them the possibilities of the future, then change isn’t that hard.
You know the signs when you’re on a conference call with someone: You make a point or ask a question, and after a second or two of silence, you hear ums, ahhs, and the clicking of a keyboard in the background. Eventually, you get a response that is only tangentially related to the question you asked or the information you offered.