Have you been responsible for change – introducing new processes or technology – that needs to go well and deliver the promised benefits, but none of your team seems particularly excited about it?
Sides Imagery, Pexels
They always have a reason why they can’t join meetings or training sessions nor are they contributing to planning. They’re not getting their team members involved either. And negative feedback from some of your team about the project has found its way back to you via a peer. It definitely looks like people are pushing back on the change you’re trying to roll out and has all the signs of impacting the project’s success.
So how do you find out what’s going on and help get this on track?
Get the right mindset before you begin…
The minute we think that people are being ‘resistant’ to change, then that’s what we’ll see and hear.
Rather than thinking that people are being resistant, difficult or blocking things, try flipping your thinking to wondering what people might need to be ready for whatever the change is. You’ll find that your perspective – and your approach - will start to focus on readiness and not resistance.
Recognise this could be emotional
I’ve worked with teams who have been very hostile to a change being introduced and the situation has quickly become tense and emotionally-charged. The hardest but essential thing to do when this happens is to hold onto your own emotions and try to flick your curiosity switch to ‘on’ instead. As you think ‘readiness’, not ‘resistance’, look for the chance to find out more and ask questions like these:
“What specifically is it that you’re concerned about around this?”
“When we talk about this [insert description of change] what comes to mind for you / your team?”
“When we talk about [insert change] you seem to go quiet. Is there anything specific that’s bothering you about it?
Be really clear and measured in your approach. Most of all, listen and try hard to stay neutral and curious. I know it can feel easier said than done and it might feel like you don’t have time for all this. But if they’re a valued member of your team, you’re making space to listen for what will help them get ready.
What do you do with what you hear?
There are several reasons why people fear change or don’t feel ready for it and you’ll likely hear this showing up in different ways, giving you different ways to respond – again with readiness in mind:
“What will this do for the quality of service we provide?” “Will we have more work, so my team won’t be able to do as good a job as they have before?” These questions can reflect a concern around competence - will their or their teams’ know-how be enough?
When you’re aware of this, you can explore the skills they or their team already have that they can draw upon and how they can further develop their skills.
“When will this be finished?”, “Will you get this right and how will you do that?” or “How will we be able to keep focused when things are shifting?” This can sound like a loss of control and power and for someone who likes to feel in control, this will create stress.
This is a great opportunity to ask them what minor changes they’d suggest to improve the approach/the process you’re taking, so they feel some level of control in it.
“How different will things be in our team when this rolls-out? This can sound like a connection concern when people’s relationships and sense of belonging, along with trust, can get disrupted by change.
How can you work with them to maintain or rebuild that trust? Where might there be opportunities for people to work together and collaborate?
“Will I/my team be involved – and how?” “Where is my/my team’s place in this – is my expertise of value?” Change can sometimes feel that we have a loss of choice and again, less power in our work.
What can you explore that helps people see where they might have more choice? How can you show them where their experience and perspective will be important in the ‘new world’?
And IF THIS DOESN’T WORK?
If your approach isn’t creating a change, a more direct approach will be needed. Here’s an example of an approach I’ve used in the past:
“When [the change] is being discussed and you either roll your eyes or make negative comments about why it won’t work, you’re being seen as difficult. As a result, your points might not be listened to – and I know you’ll have great ideas to contribute. How could you change the way you show up, so your insights are listened to and taken into account? How could I help you?”
And… if that doesn’t work, then it may be time for a different decision and a different conversation.
Get in touch if a conversation about this could be helpful.