A common request in response to apparent resistance…and my response to the request
I shared last week (see my post called Hey change resistors, I salute you!) that true resistance to change is rare.
What is common though, is the use of the label ‘resistance’ for employees not behaving as expected.
Let’s look at a scenario I see all too frequently
A manager has an issue with an employee getting on board with a project.
The Manager to me: “One of my employees is resisting Project X. Can you talk to him?”
Me to the Manager: “Why do you think this employee is resisting?”
The Manager to me: “He is not exhibiting excitement or positivity for the project. He is not participating in conversations as much as his peers are.”
Me to the Manager: “Why do you think that is?”
The Manager to me: “Maybe because he doesn’t know all the ways the Project will help him with his job.”
Me to the Manager: “Why doesn’t he know the benefits of the change?”
The Manager to Me: “I haven’t had time to really show my team yet how the Project will impact them.”
Me to the Manager: “Why haven’t you taken the time to show them the value?”
The Manager to Me: “I’m not sure I believe in it myself.”
And there it is.
This simple questioning technique is referred to as “The 5 Why’s” but we got to the root of the problem in just 4.
If the Manager is not on board with the change, why would the employee be so?
My advice to the Manager
1. Get with the Project team and find out exactly what will be expected of your team (and you) so you can begin to process this yourself. Buy-in to the change begins with you.
2. If you have legitimate concerns about the impact, work through them. Invite members of your team to consider alternatives. Offer you / your team as testers of the new solution. Use all the avenues available to you (including going to your boss) to resolve any unclear expectations.
3. Once clear, lead your team’s buy-in by demonstrating active and visible support for the change.
4. Talk about it at every staff meeting. Encourage employees to ask questions and challenge decisions. Carve out time for healthy dialogue regarding the change. Be open with them about your own hesitancy to get on board and what helped you make the transition.
5. Invite project team members to join your staff meetings to answer questions and concerns.
6. Free up your employees to take full advantage of any learning opportunities the project provides to those impacted by the change then check in with them after these events and ask what they learned.
7. Schedule 1-on-1 time with employees who still appear to be struggling. Ask questions like:
a. “What would it take for you to get on board with this change?”
b. “What concerns do you see with the future state?”
c. “What will you need to be successful in the future state?”
8. Schedule 1-on-1 time with employees who are very on board with the change. Ask questions like:
a. “What was it that convinced you to get on board?”
b. “What are you looking forward to most in the future state?”
c. “What benefits to you and our team do you see?”
d. “What can I do to help your peers be successful with the change?”
e. “Would you be willing to lead a discussion about your viewpoints in the next staff meeting?” Positive peer pressure is invaluable.
I ensure the manager is clear that he carries the most weight with his employees – he has much more credibility than I ever could.
My time is best spent working with him on leading them.
Resistance can take many forms, and it is rarely negative. Use it to your advantage to spur you into the activities you need to do to lead others through change.
