In an ideal world, changing everyone’s habits without any resistance can be resolved with a snap of the fingers.
Unfortunately, all managers will tell you that this is impossible: changing something that has been established for a long time is rarely welcomed by teams. Moving from a known model to a new way of doing things is really disconcerting. This is a source of stress for many individuals which is why we give you the seven steps to follow to achieve acceptance to change like a pro.
One of the causes of resistance to change very often takes place in a context where the parties concerned are not involved in decision-making. A feeling of exclusion can then arise, but also of surprise because the proposed solution has not been compared with an existing problem.
By involving your teams in the management of this change, the new devices will no longer appear as an unexpected event for which no one was prepared, but as a useful and necessary tool for the company.
By involving the people concerned, the project will have a better chance of integrating into the new company’s life. Nevertheless, it also involves a long process of reflection, and therefore a lot of organization. By fostering an open dialogue with each individual, you will need to be able to manage objections, fears, compromises and debates about the project.
As the American businessman Charles F. Kettering said:
« The world hates change, yet it is the only thing that has brought progress. »
That is why it is important to announce the change and justify it. The key will be to take into account the fears and concerns, while justifying your choices as a manager. The more honest and concrete you are, the more you will reassure your employees about their resistance to this business project. You can also at that time, insist on the benefits of this transformation.
It is important that you insist on the consequences of this change and to inform employees as well as possible so that they understand the stakes.
Change remains a very difficult step for the majority of people around us. Indeed, it is a natural reaction of our body that interprets it in the same way as a death, going through the same stages as a bereavement. Indeed, change involves abandoning something familiar and moving on to something unknown. This process leads to a loss of landmarks, with the development of doubts.
This reaction stems from the fact that the human being paradoxically seeks a balance, essential to his/her well-being. He/She tries to reassure himself/herself that in the end, nothing will change in his/her daily professional environment. It is up to you, managers, to minimize this resistance and help each individual to best accept this situation.
Once this new operating model is implemented in the daily lives of your teams, resistance to change may still occur. That’s why you need to define the sources of this resistance to put in place a suitable strategy. First of all, ask yourself if this rejection is collective: it can concern, for example, a change in routine, an impact on group cohesion, or on advantages specific to your company. On the contrary, these doubts may only be based on individual fears: this rejection may be caused by negative past experiences, a lack of self-confidence or a lack of information. It can also concern the project itself. It can be considered as a waste of time, money, resources, with constraints and/or a blurry organization.
It is up to you to define with each employee his/her concerns and vision in the face of this transformation towards a more hybrid work.
Once the reasons for this resistance to change are understood, you will have all the keys in hand to provide answers to your employees. You will be able to reassure them on the steps and pace of changes made within your company, and thus develop a support strategy.
If necessary, you can also organize meetings to find solutions on the areas that remain to be improved for the implementation of the project. This is the right time to adjust the project so that the whole team can identify with it.
The project now well established, the resistance to change is almost behind you. Indeed, it is essential to make an overview and collect the most feedback from your employees following this transformation. The challenge now will be to know the results of your project: what has it brought to employees? Have the objectives been achieved? Did your management techniques promote the acceptance of this project?
Depending on the feedback you receive, you can readjust the current project or, on the contrary, congratulate yourself on having successfully integrated the change into your company! 🙌
Your change has taken place, and to facilitate the next one to come, it is important to congratulate your employees. Open communication to thank your colleagues for their adaptability and open-mindedness, will guarantee an even easier implementation for your next projects.
And that’s it, now you have all the cards in hand to succeed in implementing your project in the best conditions!
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