Change upsets us. We grow used to a certain way of doing things, and even when it’s not terribly efficient, we’re usually more comfortable with that tried-and-true way, than we are with something new, even if it promises to be way more effective.
So it’s no big surprise that some of your employees buck that change you so desperately need them to accept.
Kevin Eikenberry offers a number of ways to approach their resistance, the first of which are:
“1. Understand the source of the reluctance. People have a reason – rational or emotional (or likely a combination of the two) – why they don’t want to make a particular change. The first mistake leaders make is assuming you know why. Even if your people have shared their reasons in the past, it is important to ask them about their concerns and reservations this time. Do this in as authentic and non-threatening way as you can. Your goal it to truly understand what they are thinking and feeling about the change. (In order to do that you must . . .)
2. Shut up and listen. Your goal isn’t to convince them or influence them at this point. Your goal is only to listen to their responses. Respond only with follow-up questions designed to truly understand where they are in regards to the change.”
How common-sensical is that! Ask, with a genuine intent to find out what’s really going on, and then listen, again, with a genuine intent to discover the source of the resistance.
Once you address your employees’ concerns, regardless of how meaningful or absurd you believe they are, your employees will be far more willing to go along with your so ardently desired change.