RoadTek PowerPoint Presentation Managing Resistance To Change

The top-reasons for employee resistance Lack of awareness Comfort with status quo and fear of the unknown Organizational history and culture Opposition to new technologies, requirements and processes Fear of job loss See best practices report.

The top-reasons for manager resistance Loss of power and control Overload of current tasks, pressures of daily activities and limited resources Lack of skills and experience needed to manage the change effectively Fear of job loss Disagreement with the new way

Hope-to-fear spectrum Managers cannot dictate or control an employee's desire to change. Employees choose. However, that does not mean that managers are powerless to manage change. The enablers or elements that may create a desire to change include: Fear of job loss Discontent with the current state Imminent negative consequences Enhanced job security Affiliation and sense of belonging Career advancement Acquisition of power or position Ownership for the future state Incentive or compensation Trust and respect for leadership Hope in future state

Personal context for change Positive and negative motivating factors are evaluated by employees within the following personal context: An employee's personal and family situation (health, financial position, stability, mobility, relationships, etc.) An employee's professional career history and plans (successes, failures, promotions, aspirations, years left before retirement, 2nd career potential, etc.) The degree that this change will affect them personally (in some cases even large changes can have only a minimal impact on some employees)

Organisational context for change Employees also evaluate these positive and negative motivating factors based on: an organization's history with change (past change success or failure, the likelihood that this change will really happen, consequences for employees that have resisted change in the past) an organization's values and culture (how the organization treats employees and how employees treat one another)

Targets for managing resistance Early adopters Majority Target Anchors and sails

Organisational context for change Employees also evaluate these positive and negative motivating factors based on: an organization's history with change (past change success or failure, the likelihood that this change will really happen, consequences for employees that have resisted change in the past) an organization's values and culture (how the organization treats employees and how employees treat one another)

1 Top ten steps for managing resistance Method 1 - Listen and understand objections A critical step any manager should take when creating desire to change is to listen. In many cases employees simply want to be heard and to voice their objections. Understanding these objections can often provide a clear path toward resolution. Listening can also help managers identify misunderstandings about the change. 1

2 Top ten steps for managing resistance Method 2 - Focus on the "what" and let go of the "how“ For some types of changes, it is effective for managers to let go of the "how" and simply communicate "what" needs to change (focus on outcomes). This process transfers ownership of the solution to employees. Employee involvement and ownership naturally builds desire to support the change. 2

3 Top ten steps for managing resistance Method 3 - Remove barriers Barriers may relate to family, personal issues, physical limitations or money. Fully understand the individual situation with this employee. What may appear to be resistance or objections to the change may be disguised barriers that the employee cannot see past. Identify the barriers clearly. Determine ways that the business may be able to address these barriers. 3

4 Top ten steps for managing resistance Method 4 - Provide simple, clear choices and consequences Building desire is ultimately about choice. Managers can facilitate this process by being clear about the choices employees have during change. Communicate in simple and clear terms what the choices and consequences are for each employee. By providing simple and clear choices along with the consequences of those choices, you can put the ownership and control back into the hands of employees. 4

5 Top ten steps for managing resistance Method 5 - Create hope Many people will respond to the opportunity for a better future. Managers can create desire to change by sharing their passion for change, and by creating excitement and enthusiasm. People will follow a leader that can create hope and whom they respect and trust. 5

6 Top ten steps for managing resistance Method 6 - Show the benefits in a real and tangible way For some employees seeing is believing. Demonstrate the benefits of change in a real and tangible way: Share case studies Invite guests to provide personal testimonials Visibly demonstrate the success of pilot programs or trials 6

7 Top ten steps for managing resistance Method 7 - Make a personal appeal A personal appeal works best with honest, open relationships where there is a high degree of trust and respect. A personal appeal may sound like: "I believe in this change." "It is important to me." "I would like your support." “You would be helping me by making this change work." 7

8 Top ten steps for managing resistance Method 8 - Convert the strongest dissenters Managers can use special interventions to convert strong and vocal dissenters. The strongest dissenters can become your strongest advocates. They are often equally vocal in their support as they were in their resistance. 8

9 Top ten steps for managing resistance Method 9 - Create a sacrifice Often termed the "sacrificial lamb," removing a key manager that is demonstrating resistance to change sends a powerful signal to the organization as a whole. The message is: They are serious about this change. Resistance will not be tolerated. The consequences for not moving ahead with the organization are real and severe. Use with caution and with involvement of HR and legal. 9

10 Top ten steps for managing resistance Method 10 - Use money or power Use with mid-level or senior managers that are critical to the success of the change: Increase their compensation or create a bonus program such that they are directly rewarded for the successful completion of the change. Offer a promotion to a position they desire. 10

Breakout Exercise What resistance to change would look like? What tactics could you employ (proactively) to minimize this resistance?