Think about the most recent change in which you’ve been involved. Was the change itself a surprise? Was the problem that precipitated the change a surprise?

Most changes occur in response to a growing problem or issue. Rarely do those changes come out of the blue.

So why would we need to create a case for change? Shouldn’t people already be aware of the issues and problems being faced by the organization?

Unfortunately, the answer is ‘no’. In many organizations leaders don’t provide context on a regular basis. Instead communication between leaders and their people is focused on tactical instructions and discussions. As a result, when a change comes, people are caught off guard. When that happens, discussions about “the case for change” begin. It’s also too late. If your people don’t understand what’s happening in your business, they aren’t going to be ready to understand and accept a change.

Leaders would be much better served by taking time to provide organizational context on a regular basis. This doesn’t have to take away from the day-to-day discussions they are having. In fact, they can enhance them. Sharing organizational challenges, performance issues, or concerns on a regular basis doesn’t just prepare people for future changes. It also builds awareness and gives people an opportunity to look for opportunities to address those problems in the course of their work.

Many leaders believe that providing such context takes valuable time that is better served discussing tactical issues. However, the opposite is true. Adding a bit of context in each conversation only adds a few minutes. The time sink is when that context has to presented all at once, from start to finish.

If you find yourself pressed to make a case for change it’s a clear sign that you are not providing enough day-to-day context to your people. It might be time to change the nature of your discussions.