3rd July 2019 | Selling the Change

Whatever the area of change, you need the co-operation of your employees to make any improvement.

Resistance from employees is the biggest stumbling block to successful change.  Sources of resistance include:

• Natural wariness of change.  Do not underestimate people's fear of change.  For example, acknowledge that employees may not want to give up familiar and long-established working patterns.
• Cynicism about "flavour of the month" changes.  Most employees have had experience of initiatives that caused considerable extra work but eventually came to nothing.
• Misunderstanding, when employees are not told enough or think there is a hidden agenda.

You are implementing change for a good reason.  You should be able to sell your idea to the people affected.

• Explain the benefits.  For example, the projected increase in business and more opportunities for promotion.
• Make people understand the price or cost of not changing.  For example, losing customers or keeping costs artificially high - and eventually laying off employees.
• Point to examples of successful change in the past by you or your competitors.

Avoid overselling the benefits.  Stick to what is achievable, to maintain your credibility.

Set up a thorough communication process.  Rumours will develop quickly if there is a lack of information.

• Give important news in person, followed by confirmation and details in writing.
• Start communicating early, as people take time to come to terms with change.  But avoid communicating half-formed ideas, as this may simply cause confusion.
• Allow time for feedback and reasoned objections.  Listen to the views of any sceptics - they may help you avoid costly mistakes.
• Be prepared to be unpopular.  If the change is for the good of the business, employees will benefit eventually.

​Be positive, even where change is driven from the outside.  Employees will take their lead from your attitude.

Talk to everyone who will be affected.  Resentment will grow if people feel left out.

• For example, inform customers and suppliers, as well as employees.
• Make sure everyone knows his or her role in the change process.

​Encourage employees to get actively involved and "own" the change.

Address people's concerns.  Spell out the implications of change for everyone.

• For example, revisions to job descriptions, increased workloads, any redundancies, or the need for relocation.
• Be clear about how the change will affect individuals, teams and the whole business.

Your biggest allies can be your cynics.  Do not be put off by their style - they often know the pitfalls and difficulties.  If you can persuade them, persuading other employees becomes easier.

• Get help from the early converts in selling to the cynics.

Do not leave any doubt that the change will happen.

• Once people are certain that it is going ahead, they begin to come to terms with the inevitable.

Any change usually creates winners and losers.  One person may be made redundant, while another is promoted.  Change may lead to stress, tears, resentment, accusations and so on.  Professional and sensitive communication will reduce the impact this has on the business.

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Author

Jane Galbraith is the Owner of Market Route Mapping, Non Executive Director, Board & Committee Member and a Business Mentor with Scottish Chambers of Commerce.  She writes and speaks about developing staff and growth in businesses.