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Triumph Over an Unwanted Change
"I don’t like change."
How many times have each of us heard that statement? In reality, this statement is only partly true. It’s not so much the change that unnerves people, as it is the fear of the unknown. What will happen? What could go wrong? Some of us might remember as a kid hiding under the covers, thinking that there was a monster lurking under our bed. We remained terrified until a parent turned on the lights, checked things out, and reassured us that everything was going to be okay. The same sort of irrational fear often impacts the workplace. As the leader, you are the one who needs to show your employees that the change is nothing to fear. In fact, it could even be the best thing that ever happened to your team or for your organization. It’s also important to realize that as an individual, you may not always agree with every change your team is asked to carry out. However, as a leader you must get on board in order for your team to accept the change.
Tasked with implementing a change that you might not be in agreement with is one of the most difficult challenges that leaders face. Perhaps a merger or acquisition occurred. Maybe you have begun working with a new boss. Almost always in these situations, leaders are required to implement significant changes to better align their team’s contribution to the organization.
When a leader needs to implement an unpopular change in their workgroup, one that their direct reports are not thrilled about executing, these 10 tips will help them successfully put the change into action.
- Recognize the difference between agreement and support for the change. Initially, it is common for a leader to not be in agreement with an upcoming change. We have learned that it is alright for the leader to share their concerns about the change, as long as they communicate honestly with their team. What is not alright is for the leader to roadblock the change, either personally or through their direct reports. Honest communication is good. Outright or passive opposition will get the leader fired.
- Create a positive vision for the implementation of the change. If the leader cannot visualize a positive vision for the implementation of the change, then there is no hope that the leader’s direct reports will see the change as positive. Even though you know the change will be challenging, envision a better, more positive outcome after the change has been implemented.
- Promise problems. Most leaders want to tell people that the change is going to make everything better. A much better strategy is to tell your direct reports that with the implementation of this change, there will be a ton of problems, but what excites you is that if any team can figure out the problems and solve them, this team can.
- Involve your direct reports in developing a plan. People don’t dislike change as much as they dislike being changed. Take the time to involve the people who will be responsible for implementing the change; even your most difficult or challenging employees.
- Over-communicate. When it comes to big change, employees are famous for telling their leaders that because of the change, they are too busy to meet. It is a trick. In times of change, more communication, not less will help successfully implement the change.
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 Why Employees Resist Change
Given that change is here to stay, why do some people seem to dig in their heels and resist it at all costs? We've got ten reasons which best describe why some people have a tough time changing their mindsets and behavior when change is necessary.
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 Three Ways Employees Handle Change
The problem for managers and supervisors is that most employees do not respond with the attitude of, “Fantastic! Another organizational change. I can’t wait to get started.” We have found that when change is introduced to an organization, or better yet, rumored, employees will respond in one of these three ways:
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Peter Barron Stark Companies has been building organizations where employees love to come to work and customers love to do business for more than twenty years.
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