Managing resistance among my team members to change.
Leaders in any business face the greatest challenge of managing resistance to change. Even the best-intentioned changes may be met with resistance by team members who remain content with the status quo. As a leader, you must find ways to overcome resistance and enable vital change to happen.
In this short piece I’m going to give you a few ideas and refence some useful materials you can use.
Change is the only constant!
We humans are generally hard wired to resist change – remember that as you read this article and think about what you might be able to do differently to reduce resistance amongst your team and enable positive change.
Purpose
One or two ideas that will make a difference to you as you lead your team through change.
The Formula for Change
Let me introduce you to the Formula for change*, for those who are unfamiliar.
The formula for change is a simple but powerful model that describes how change happens in individuals and organizations. The formula states that change occurs when the following factors align:
D x V x F > R
Where:
D = Dissatisfaction with the current situation
V = Vision of a desirable future state
F = First Steps that are practical and achievable
R = Resistance to change
According to the formula, for change to happen, the level of dissatisfaction with the current situation, the clarity and attractiveness of the vision for a better future, and the practicality and achievability of the first steps must outweigh any resistance to change.
Strategies that you can use to overcome resistance from your team members to change.
1. Lead by example:
Your leadership style sets the tone for the team/business. You should be modelling the behaviour and attitude you want for your team. Encourage others to be flexible and adaptable.
2. Communicate the reasons behind the change.
Be clear and transparent about the reasons and the benefits to the company and your team. Be available to answer any questions or address concerns. Remember it’s not just about what you communicate, even more important I’d say in emotive issues such as change is how you communicate. There is no simple one liner to direct you here to say this is the right way. It will depend on the you, the situation, the environment, the culture, and I’d say most importantly the individuals being communicated with. Ask yourself how they like to be communicated with*. Think not just about your communications style preferences but your teams. They are unlikely to be all the same, so you might be to adapt your communications to effectively convey the right message to them all.
*If you don’t know your team members – then that might be the issue itself! Change is likely to evoke emotional as well as rationale reactions, your ability to engage on a personal human level is key.
3. Involve the team in the change process.
Get feedback from your team members and get their ideas. This will help them feel more involved in the change process and less resistant. Of course, they won’t necessarily have a say in the change itself – that does not stop you from listening to their fears, concerns and doing what you can to give reassurance, help and support. It’s worth remembering that different people need different amounts of time to adapt to change – for those that need more, give them more time to prepare if you can. Be proactive about addressing concerns and objections. Listen to your team members and take their concerns seriously. Work with them to come up with solutions and options that will address their concerns, while moving the organization forward.
4. Consider the group dynamics within your team.
Often you’ll find that you get a couple of what I call outliers within a team at both ends of the spectrum. At one end you’ll have the advocators, supporters, who can help you promote the change with others (use them to help you). At the other end you’ll get the nay-sayers – most teams have one!! You know the individuals who are often negative and resist change. In my experience there are two types (of course this is a generalisation to make you think). I’ll call the first type ‘ego nos’ – they might want to call the shots; they might fear how the changes impacts them and if they see it in any way as a threat, they will do all they can to block and disrupt! You are often best speaking to these individually before they pollute the opinions and fuel fears of others in the team. The second type I’ll call ‘cautious risk adverse’ – these are generally quieter, reflective individuals who will consider all the details and ramifications of the change. Whilst can come across as negative, their unique analytical skills, might be of great benefit to you. It’s likely they’ll have thought of some things you have not that may need addressing.
5. Training and support.
Provide support and training to team members to help them adapt to change. This can reduce anxiety and resistance. The type of training will of course depend on the type of change – anything from skills training on a new system to Exec coaching to help them through personal change and unlocking their full potential. As a leader or manger if you start from a positioning of wanting your team members to succeed and giving them everything, they need so they can – training, support, equipment, time, procedures, goals, what good looks like, et al – there leaves little room for excuses.
I’ve missed one vital component out of the point above, in my opinion, a great team member needs the will to succeed as well as the skill. As a leader, your role is to inspire and paint a picture of vision, mission, and values. Everyone has a choice is they want to follow! So, before you dismiss the employee (in your head) ask yourself: Have I done enough to inspire this individual? Answer yes and perhaps the fit is not right for them in your team; If your answer is no – you’ve some work to do.
6. Celebrate the small victories.
Recognise small wins and celebrate them along the journey to realising the vision for the future. This will help to build momentum and encourage team members to buy in.
Conclusion
Ultimately, it takes two to tango – A great leader and their followers.
My advice is that before you point the finger at others, reflect on yourself and your leadership – Is there anything you might need to change first?
Further Reading
Patrick Lencioni’s book, “The Five Dysfunctions in a Team“, states that resistance to change could be a sign of deeper problems within the team. Lencioni says that resistance to change can be caused by a lack trust, fear of conflict and lack of commitment. You can decrease resistance by building trust, encouraging healthy conflict, and instilling a shared commitment to the changes.
Action
What action are you going to take because of reading this?
If you’ve any comments, questions, or feedback – please do reach out to the Author of this article James Gentle
*The formula for change, also known as the Change Formula, was developed by Richard Beckhard and David Gleicher in the 1960s. The formula has since become a widely recognised and influential model for understanding and managing organisational change.
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