When Positive Change Falls Flat
by Beth Banks Cohn
People view change in different ways, and some people are more resistant to change than others. Even if you believe the change you've just announced is positive, beneficial on many levels and an easy sell, there will be employees who react negatively.
However, even employees who are highly resilient may not easily embrace change if you do not effectively prepare them, communicate with them along the way and proactively manage the change process.
When the change you've announced falls flat and you're met with resistance, it may be a sign that you've made some missteps in preparing and presenting the initiative upfront. If that is the case, there are several things you can do to win over those resistors:
Get to the bottom of the negative reaction.
Listen to employees. Give them a nonthreatening forum in which they can express their misgivings, fears and emotional struggles with the change you are proposing. Make sure you understand the nature of their negative reaction and what might be driving it. For example, maybe they don't understand their new role, don't agree with the timing, or perhaps are just reacting to the "surprise" factor. Engaging in this discovery process with employees helps you and your team develop targeted implementation strategies. Equally important, it lets the "resistors" know that you're listening. Remember that feedback, especially negative feedback is a gift. Use it wisely.
Communicate what you've learned.
Answer all negative responses in future communications. And I mean all. This isn’t a time to pick and choose which issues to bring up. If it was mentioned in any of the feedback sessions, it needs to be in future communications. Address each of the issues employees brought up in straightforward, clear language. When appropriate, take responsibility for missteps. For instance, if some employees are reacting negatively because you announced the change with no forewarning, explain why, admit it was a mistake (if you believe it was) and move on. Get employees involved in the forward momentum of the change process. Instead of dwelling on their resistance, once you answer their concerns, get them focusing on where they can go from here — and how you will do it together.
Emphasize the positive.
Continue to be upbeat, and emphasize the potential good in the change. Winning over resistors involves helping them identify aspects of the change they can feel good about. For example, let them know which aspects of their job are changing and which are remaining stable. Point out how the changes will benefit them. Explain new opportunities and fresh possibilities. Above all, reassure them that they will receive ample resources and support necessary to navigate through turbulent times.
Be realistic about potential negatives.
Doctors have learned that when they inform patients ahead of time what to expect pain-wise, their patients react better. The same is true for employees. Don't minimize the challenges that are going to be a necessary side effect of the proposed change. Instead, prepare them for various contingencies. When employees know there may be lean times, for example, or a steep learning curve ahead, they will be better prepared. Moreover, "telling it like it is" shows respect on your part.
Engage your middle managers.
Think of middle managers as the eyes and ears of the change process. Ask them to check in with employees early and often during the process to ensure that everyone understands their new role, has a clear sense of organizational objectives and has the resources to do what's expected of them. Have them regularly report back to you what they've learned. Resistance will continue to pop up along the way, but most negative reactions can be avoided or easily averted through frequent, accurate communication and consistent messaging — much of it by middle managers.
When positive change falls flat, take heart. If the change is truly positive you will win everyone over as business results improve as a result. In the meantime, seek feedback, utilize your middle managers and use consistent communication and messaging to encourage and engage employees.
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