As soon as the plans are made public, meet with your staff to answer employee questions and undo any misconceptions. Don’t just tell your employees the reason behind the change—make a compelling case for it. Many experts attribute the failure of change initiatives to a lack of sense of urgency about the need to change. There is often too much emphasis on the who, what, and where and too little on the why.
Observe the members of your group as you discuss the change. How are they reacting? Don’t assume that silence is a positive response. It can be a sign of uncertainty, passive resistance, or even active opposition to the idea.
Incorporate anticipated objections from your staff members based on your own reaction to the news. Mention one objection, and then disprove it; mention another, and then disprove it; and so on. If an employee brings up an issue you failed to cover, give that person the floor. Listen intently. Try to understand not only the objection but also the motivation behind it. Ask questions if you aren’t clear about the problem voiced.
Don’t become defensive or attack the questioner. Rather, compliment the employee for identifying either the reason for the proposed change or a potential snag in the plan. For instance, “You’re right—we have a short time frame in which to bring the new system on.” Then, throw the objection back to the employee, encouraging them to suggest a solution. If the schedule is tight and it will be tough to meet, you might ask the worker, “What steps will be the most time intensive?” or, “Do you have some ideas about how we might save time?” With conviction, respond to their comment. “If we can finish A within the first week, we should have more time to concentrate on B, and then complete C and the entire project within the time frame.”
Before you close the meeting, confirm that you’ve satisfied all the individuals: “I believe I’ve handled all the questions. Are there any others?”
In concluding your presentation, don’t forget to indicate your confidence that your workers can make the change a reality.
After announcing the change in a group meeting, you may want to speak one-on-one with those staff members who seem most resistant. If you can identify the main source of resistance—perhaps rational opposition, personal fear, or an emotional response to the idea of change—you may want to address that very concern during your conversation.
For instance, in talking with a worker who sees the change as unnecessary or misunderstands the nature of the plan, you may want to explain the change in greater detail. Project what would happen if the change is not implemented, then invite the individual to participate in making it happen.
If the individual is frightened, concerned about how the change might impact their career, you might want to point out how it could improve corporate prospects for the future, suggest how the change could offer opportunities for increased employability (via the development of new skills), and otherwise provide reassurances on a personal level for the employee.
Emotional responses, due to mistrusting the motives behind the change and a lack of involvement, may be countered with examples of why the current policies, procedures, or work methodology no longer are the most effective.