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Change in your team or organisation can be quite a challenge. One person will react enthusiastically and the other will put their heels in the sand. We'll give you tips!
After a eureka moment, you found the solution to improve business operations. By purchasing new equipment or introducing a different way of working. Or maybe a reorganisation is needed to prevent a financial debacle. Anyway: you're going to change something in the organisation.
Enthusiastic, or, in the event of a less pleasant message, with the familiar lead in your shoes, you tell your colleagues your story and you get the wind out there. Strong opposition, sometimes even from an unexpected source. Phew. What now?
We'll help you get started with a few tips:
Realise that most people are creatures of habit. If a change comes by, the majority of colleagues are simply not keen on it. Not even when the added value for an outsider is as clear as a lump.
If you get up against it, don't take it too personally and stay calm. Don't get directly on the defensive and swallow your arguments. Just open your ears. After all, it can very well be that meaningful things are said.
Name what you notice and understand the emotions that live there. Did they not see the news coming and did the colleagues feel overwhelmed? Acknowledge then that it would have been better to bring them along earlier when the plans were made. A heartfelt 'sorry' can take a cold out of the air.
Did people know about the plans in time, but are they still chafing because not all wishes could be met? Listen patiently. Show that you understand that someone is upset, but stick to your story as much as you can.
Don't beat colleagues around the ears with all kinds of counter-arguments and details. Every chance that you will end up in a do-nothingness that no one gets along with.
You gain more by asking the right questions. This shows interest and also gives you a clearer picture of exactly what is missing. Is it about fear or uncertainty, or are there legitimate reasons for the resistance?
Emotions can quickly run high in a group. In addition, there is a risk that only the biggest screamers will speak, while people will be snowed under with sensible ideas or questions. Therefore, explicitly invite people who need it to talk to you individually at a later date.
This has several advantages. This shows your good will, after which the unrest in the group will probably subside a bit. In addition, it also creates a quiet moment to hear ideas and arguments one-on-one.
Extra tip: do you know in advance that there will be resistance to change? Then plan ahead and block off enough space in your agenda for follow-up meetings.
Keep everyone well informed about the sequel. Indicate what further steps will be taken, and when that will be. Regularly provide an interim update that reaches everyone involved at the same time.
Are you gradually gaining new insights or are there other changes? Don't forget to share them with your colleagues, including their opinions and ideas. In this way, you ensure that people are properly included in developments. This prevents a lot of resistance in the future.
You can also create support online
If you want to get goodwill for your plans, don't forget to take advantage of the wonders of technology. You can perfectly host the training courses for the new way of working on a knowledge platform. Newsletters no longer have to be distributed by post or email: the intranet is a wonderful medium. But planning an appointment, dropping a question, complaint or idea, or a satisfaction survey can also be done online.
Do you need more ideas about creating support and a positive flow? Contact us. We would love to think along with you!
