New Outcomes Need New Pathways: Collaboration and Buy-In, Are Key

By Nick Liantzakis

As a leader, you know the difficulty of implementing a major project or organizational change. Staff feel left out, rumors of a project’s intent fly, timelines drag on with little progress. From what I’ve seen in the field of corrections (but would argue is applicable to any field), when implementing a new project, a common oversight in organizations is to isolate decision-makers and implementers from those who are most likely to be affected by the project or organizational changes.

Years of experience have taught me that when you create new pathways—like focusing on collaborative engagement—as you introduce and execute major projects, you get better outcomes. And these outcomes aren’t just bottom-line financial outcomes. These outcomes mean more effective implementation of your project and improved organizational change overall, leading to better staff relations and morale.

I’ve put together some ideas for what leaders may consider as they undertake major projects in their facilities.

All Together Now

The first step in implementing a major project in a facility, whether that’s installing a new security system, redesigning a common area, or overhauling engrained staff processes: get everyone around the same table with the project implementation team. Yes, everyone. This includes managers and administrators, representatives from the union bargaining unit, and frontline employees.

So many projects are built around the same process—an outside firm comes in, designs a solution, gets buy-in from upper management, and then works on an implementation plan. All behind closed doors. The issue grows naturally. By the time a team of consultants and leaders has gotten to the implementation stage, people feel excluded.

Bringing people in from the start, so everyone is represented, helps upper management and any outside consultants or project teams learn about pain points, hear feedback, and listen to those on the ground. The transparency allows for the opportunity to relieve any anxious feelings about a project’s intent and provides an opportunity to educate about the positive outcomes of intended projects—not the misconceptions that may cause fear or apprehension. This is invaluable information that, frankly, you may not have ever become aware of—and it’s all due to involving a wide range of partners and collaborators from the beginning.

It may take a bit longer and seem less efficient than just pushing through and getting the job done in the “traditional” way, with consultants and closed doors, but getting buy-in means the outcome will be far superior. It is this buy-in that will protect the delivery of the project, whether from added costs from lost days of project implementation or potential push back that could cause additional delays.

Be Clear About Outcomes

What do you hope to gain from a new project? In my line of work, which revolved around implementing security measures to improve safety outcomes in corrections facilities, there was a common misconception that the systems we installed were there to monitor staff — not to protect and keep them safe. More recently, my work was focused on building major projects, including additions to existing buildings or building new facilities from the ground up. The philosophy is the same.

However, when we adjusted the process and brought people to the table, clearly explained the benefits of the system or project, and offered assurances that the system would result in better outcomes for all staff and incarcerated individuals, we began to build trust.

This kind of transparency gives people the confidence to express their concerns so teams can collectively resolve issues. And the clearer you and your team are about outcomes from the beginning, the more that staff and frontline implementers will buy into the project.

Make Promises – and Keep Them

Building trust takes time. Change can make people wary. Some, especially if they had not previously been given a seat at the table, may not initially trust that their involvement is important or will be taken seriously.

Engaging in a major new project is your opportunity to walk the talk. Look for opportunities to include diverse voices and engage people at every step of the way. One example from my experience: during an initiation meeting for a security system implementation project, I looked around the room and let both management and bargaining unit representatives know that they all would be involved at every stage of the process—from beginning to end.

A representative for a group that wasn’t typically part of a decision-making process was incredulous—based on her experience, statements like that were just lip service. But months later, after working side-by-side for the entirety of the project, at one of our final meetings as a group, this representative took the time to acknowledge that she had misjudged our intent. She was appreciative that we had made good on our word. And what’s more, she talked to colleagues at other institutions and let them know we meant what we said. So often, building a reputation isn’t about what you say, but what you do to keep your word.

So, be true to your word when you make promises about inclusion and transparency. Make meeting minutes available, follow up with people you say you will, and take extra meetings to explain things and educate as thoroughly as possible. If necessary, take a step or two back to provide validation, clarify decisions, and dispel myths and rumors.

Treating people well and acting with integrity serves everyone in the long run. The biggest skeptics can become the biggest proponents if the conditions are right, and word will spread.

Don’t Be Afraid to Hit the Pause Button

After all is said and done, there’s no way to force your way to a good outcome if you’re relying on a bad process to get there. If you’re running into walls, the best thing to do is pause, reset, and begin again. Yes, I know that can feel like losing progress or making things more difficult—but a reset when it’s needed will save you and the organization a major headache down the line.

Ultimately, it is never too late to slow the process down and to hear and address concerns about implementation from those who will be most affected by changes in the workplace. Extra time earlier in the process to educate, hear concerns, and invite key players to the decision-making table could mean the difference between effective implementation and a total stalemate.

About the Author

Nick Liantzakis is a corrections industry expert with 35 years of experience spanning frontline client engagement, tactical training, institutional management, electronic security project implementation and major capital delivery. His career began in the late 1980s with frontline experience and operational management, including senior administration, working in medium- and maximum-security environments. After many years as a member of a tactical team, Nick transitioned into management roles, where he leveraged his lived experiences as a correctional officer to develop and manage high-functioning professionals, effective teams in a variety of corrections environments.

Aided by his depth and breadth of management experience, and with an eye on the untapped staff safety and wellbeing benefits that electronic security systems could provide, he then transitioned into a role managing a high-functioning team and delivering a large capital portfolio of new facility construction projects. Using novel strategies, based on principles of democratic leadership, Nick has facilitated the successful implementation of many complex projects within the correctional environment. With his passion for improving the extremely challenging and underacknowledged corrections industry, Nick is now focused on sharing his experience, knowledge, and expertise with the next generation of corrections leaders.

In his free time, Nick enjoys curling, golfing, fishing, and spending time at his family’s extended home in Northern Ontario.