People tend to resist changes … even those bearing benefits … when leaders fail to get their buy-in. Have you seen it happen?
It only makes sense … human brains oppose delivery of changes they had no part in creating. Similarly … people often fail to implement changes somebody else dictated. It doesn’t have to be that way, though. How so? 
1. Instead of saying … we’ll meet at such and such a time … ask people to suggest convenient times.
2. Rather than tell people what to do differently … ask their advice and gather suggestions about the action plan you have in mind.
3. Rather than criticize what went wrong … reward more of what goes well.
4. Before sending that memo to announce change plans … email a few questions to get people’s insights.
5. Avoid showing one side of either advantages and disadvantages … but instead … brainstorm both sides of the change issues … to ensure change adds value for diverse thinkers.
Perhaps people who resist change more because of its traditional impositions … would take a productive part in solutions ... if invited in as part of the process. It’s the difference between a staff meeting where one person only – talks … and a lively exchange about possibilities beyond problems.
Think it would get buy-in for improvements where you work?
Ellen, it is an issue of boss vs. leader. A boss tell you what to do or where to be and you are expected to comply. That is mangement of the 50's and throught the 80's. Many bosses are still stuck in the pass even though we are in 2008. I do think we should treat teams with love, trust and respect. Here are some steps I have used to manage change; 1) tie the change to the business strategy, 2)explain to benefit to the company the change will cause, 3)list out benefits to the employees via the change,4)update and communicate how the change works, 5) have but in from key respected employees,6) celebrate and communicate success and well as ,7) do not be so locked in you are not open to changes. If your employees have a better idea, make the change, it gives you credibility and them another reason to be on board.
Ellen prior to this process working, you need to explain the reason for the change and how you determined what the change should be. These steps work much better than "do it because I told you!"
Posted by: JD | March 31, 2008 12:53 PM | Permalink to Comment