It is common to blame workers, middle managers, or anyone else who has little power when not change. I call it the Change Management 101 – it is shared. Lesson hugely popular book, who moved my cheese, was that those pesky mice need to get with the program and change – or die. The book says nothing about the impact of the behavior of a leader is how the change had been planned and implemented, nor did it allow the change might actually be a bad idea.
way people lead change has a significant impact if others will support or resist a new idea. Blame stuckees (Coin concept) misses the mark. We should focus on what leaders do – and what they do not do. Quite often, they lead change with Fiat and minimal involvement. Their idea of participation is 2 hours of mind-numbing PowerPoint presentation with 10 minutes of Q & A.
I found that people resist change for three reasons. In simplest terms, they do not get it. . . they do not like it … and / or they do not like you. All of them can stop the change dead in its tracks. Most change strategies focus on making sure people get it – they understand what is going to happen. These methods are fine but they do not go far. They miss the emotional component – this change excite or frighten people? And they do not recognize the impact of trust (or lack of confidence) can have on their ability to influence others. When trust is low, people tune out or look for reasons why this change is another example of bad leadership. When confidence is high, people tend to give leaders the benefit of the doubt and actually find ways to make changes in the performance.
I find it ironic that most leaders seem to know what to do. At seminars, I play very bad leader he presents changes. Not surprisingly, participants have no trouble identifying all the things that this character is doing wrong. But what did surprise me was that they could also specify what my staff could have done properly. In fact, these leaders so astute methods of dealing with that I do not get it, I do not like it, and I do not like you issues before they become problems. In other words, they avoid resistance by building support first.
However, something happens when people (including you and me) get the job. The pressure mounts. Deadlines loom. And we seem to give our own worst instincts. Too bad, since most of us know what to do. If we would only slow down enough to take a breath and ask ourselves, “What should I do in this situation?” We would probably identify actions that would move the amendment forward, instead of doing what has been resistance.