Leadership – Change and Resistance

Overcoming challenges

Written Transcript/Summary – Leadership – Change and Resistance

AYL Podcast #3 Summary

Category: Leadership Styles

Leadership – Change and Resistance

Introduction: Welcome to the Advance Your Leadership podcast with Leadership Coach Bev Benwick… A dialogue meant to enhance the leadership of our listeners…. a contribution to greater business success

All podcasts along with additional information are available on Bev’s website at advanceyourleadership.com

Hi, Bev Benwick here with advanced your leadership. Today I’m talking about leadership and change and resistance in your organization or company. In talking about the introduction of change in your company and how to overcome or minimize the resistance of change we will realize what we can do to get the buy in of people.

Change can bring out the best in some people and the absolute worst in others. Personality type has a lot to do with this. You’ll easily recognize those early adopters of change. I say that you probably know who they already are in your company and generally they are people with a future focus. Some may have a great sense agility they can easily adapt to various situations.

Many people have this but others do not. We need to recognize who those people are and I know these names will be coming to you. We need these people to be early ambassadors. You need to reach out them to help increase the bandwidth to influence others. There’re those who prefer working in the present and the past. If it’s not broken don’t fix it kind of people. And they can really dig their heels around change and impede your progress.

Stress factors in for others. Some you may know of their stress levels. Or there maybe some great stress levels at home that are impacting there threshold for change and they may not be able to adapt to change readily. Perhaps that’s ongoing for that person. Perhaps it just kind of surprising someone isn’t readily buying in all of the sudden when every other change initiative they’ve been there for you.

So just take the time to think of the three components I will talk to you about with regards to change today. I want to set you up for success.
Doing so time and time again and having changes that are not working for you will promote the language of “oh right another flavour of the month attempt to change.” Is that a language you want for your company culture?

I don’t so. So let’s look at these three factors. And these are ones that we use in our office. We’re very small-company and we don’t have to just give consideration to large-scale changes. These can work in the smallest offices if you have change. It can be major piece of equipment coming in, or your trying update technology, perhaps its software. What do you do to get people ready to use this new equipment or software. We need to look at it as a change initiative and use it as a checklist for you.

The level of discontent is key here. I’m not talking about your level of discontent with the way things are. And it’s why you want the change. I’m talking about the level of discontent of the group of people that you wish to move forward, that’s who we need to convince to buy in, not you.

So is the level of discontent of your people high or low is the first place to look. And how does it work for you here. I’m going to suggest we sign a number to this for measurement.

Just a little bit easier to illustrate. And we are going to look at a scale of 1 to 10 with 10 being the highest level discontent and 1 being the lowest level of discontent. So if discontent is high, let’s say 7, 8, 9 or 10 it works in your favor to move people forward. They are unhappy right now with the way things are going. They’re more apt to embrace the change because they know they are moving towards what better might look like.

However if it’s low let’s say a 1, 2, 3 maybe even 4. People aren’t unhappy not enough to embrace the change that you wish to put forth. The discontent is so pivotal to bring about change and if we consider that when it’s low is there something you can do to actually drive up discontent.

What about educating others in terms of why you think its not working. Just turning up the volume onwhat’s not working. There are ways to actually manipulate the level of discontent and I don’t mean that maliciously I mean in the positive nature.

The level of discontent is just so critical of the success of your change initiative. If you got high discontent it works really well for you, if it’s low clearly it doesn’t. But if it is low you absolutely have to drive up the next two pieces to levels 9 and 10 in terms of your delivery to help overcome the discontent you may not have.

The next piece, we look at number two, is vision and how well articulated is the vision of what better looks. Many visionary leaders don’t realize that several folks in their office will struggle to see vision and it’s a big mistake that’s made. We can’t make that assumption.

Not everyone is future focused, not everyone can readily see a big picture. So how can bring value, communicate this more effectively to those who are more detail oriented. Well it’s about breaking it down into pieces. Helping them build the puzzle so they can see the whole picture. They need to understand what’s in it for them. Where is the value here?

The one challenge that I see, particularly if you have exceedingly high visionary leaders is the fact that they will struggle to break it down into pieces that are small enough for some of the other people who are extraordinarily detail orientated to see. There just too big picture people and often there is a huge gap in the ability to communicate there.

What of value is to find the interpreter in the room or the interpreter on the team. That person kind of gets you as a visionary leader, but more importantly the person gets the other people that are highly sensing or highly detailed.

They are a natural interpreter. Learn to look for them and learn to use them in times like this because they can help you communicate or understand how you need to come across to present the change to all in the organization.

The third piece we are going to look at is first steps. And what I’m speaking about here is how compelling are those first steps.

Will the vision have to be so well articulated we need to see the steps to take it out there. And how clear are they. Are they well laid out steps to move forward to the change. Can all involve grasp these steps. Can all involved move forward with regards to the clarity of the steps that are there.

Are the steps exciting enough to encourage change and propel people forward?

That’s just so important. But what you need to do is replace the frustration, the anxiety and maybe even the anger for some. You need to replace this with excitement and momentum for moving people forward.Think to how you can build momentum for change. Think to how you can move people in the direction of a vision. Engage the ambassadors to help bring those others along.

These are all the steps to building critical mass with a common understanding of the value of the desired change. So seek to minimize the resistance of change in your company, your division ,or your office. By thinking through these three elements I’ve shared with you today. Set that change up for success.

To better leadership always…….

BEV BENWICK
Leadership – Change and Resistance

Please note: I reserve the right to delete comments that are offensive or off-topic.

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