We’ve hinted at the next step beyond diagnosis, which is a conversa- tion with the other person or group to truly understand the source of their reluctance to change. Let’s say that you have this conversation and you understand their perspective on the change better now, but you are not sure what other steps you can take as a leader. Here is a complete, seven-step process you can use when you have people who don’t want to make the choice to change.
1. Understand the source of the reluctance.You can use your analysis and the components of change to help in this understanding. Even if they have shared their reasons in the past, it is important to ask them about their concerns and reservations at this time. Do this in the most authentic and nonthreatening way that you can.
Your goal is to truly understand what they are thinking and feeling about the change. In order to do that you must. . .
2. Shut up and listen. Your goal isn’t to convince them or influence them at this point. It is to listen to their responses. Respond only with follow-up questions designed to truly understand where they are in regard to this change.
3. Determine their level of resistance. After asking and hearing them you will understand how big of a deal this change is for
them and for you, and how significant their resistance is for the change effort overall. If they don’t share on their own, be willing to ask them exactly how big of a deal this change is to them and how strong their resistance is. Recognize that asking this may, in itself, be tremendously valuable. You show your concern for their perspective, and you give them a chance to describe their thoughts and feelings. The chance to verbalize their thoughts and feelings often helps them understand them better themselves so that they can overcome their own resistance.
4. Acknowledge how they feel. Notice we didn’t say ‘‘agree with them.’’ People appreciate being heard in a nonjudgmental way—it happens so rarely. People need to be acknowledged for their opinions. Sometimes you can move past their concerns by ‘‘agreeing to disagree.’’ Once they have been heard and understood, they are often ready to move on with the change,even if it isn’t what they would have done had they been in control.
5. Get others to help influence. If they still need help deciding to change, you may not be the right or best person. Maybe you don’t have a communication style match (much more on this in Part Three). Maybe they don’t want to hear from their supervisor, or maybe there are other reasons. Whatever the reason, encourage them to talk to their peers or others who are on board and might be able to relate the benefits of the change more successfully to them.
6. Determine your next steps.This is contextual to the change itself.
Perhaps their reluctance isn’t a show stopper. Perhaps they are whining about the change but doing (or will do) the new proce- dure. Or on the other extreme, maybe they are a major roadblock.
Whatever the situation, recognize that although we need to be patient with people, not everyone will come on board with any given change at exactly the same time; and, at some point, their resistance or reluctance becomes a performance issue. When the situation is a performance issue, use your coaching skills as appro- priate (again, more on coaching is coming in Part Four).
7. Let it go.If the issue is small, or is more of an irritant to you than a roadblock to the change, let it go. Or if the coaching doesn’t work and the people are still resistant, take the necessary disciplinary actions. The reality is that not everyone will like or want to work under the changed scenario. If you have a large enough group,
h ow t o d i a g n o s e w h y p e o p l e w o n ’ t c h a n g e 89 there will always be people whose minds won’t change, regardless of your competence with the first six steps. At that point, you must be willing to either let it or them go without blaming yourself.
Your Now Steps
1. Practice your use of the components of change by looking at situations you don’t understand.
2. Start with a nonwork situation and diagnose where people could be getting stuck—use this as practice (even though you might gain valuable insights!).
3. Diagnose a real-life work situation—working through the plausible reasons a person hasn’t chosen to change yet.
4. Have a conversation with the person to better understand his or her perspective regarding the change, using the steps above as your guide.
W H Y A L L C H A N G E I S N ’ T C R E AT E D E Q U A L , B U T T H E
P R I N C I P L E S S T I L L A P P LY
At this point you might be saying, Well this is all well and good, and it may apply to personal change for others in the organization, but it doesn’t apply tomychange situation.. . .
Before we dive into those ‘‘special’’ cases, let’s talk just a bit more about your personal change situations. Why? Because as a new leader you are probably dealing with a ton of change—it’s coming at you from all directions. Often when that is the case, we forget about what works.