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Leaders see it all the time–employees responding poorly to change initiatives. Predictably, your people don’t take well to hearing countless arguments about why your new idea will make things better. Invariably, one-way talk increases organizational tension. Maybe a new approach is required-one that acknowledges the resisting forces and, in understanding them, reduces their sway.

Question:

What changes if, instead of selling features and benefits of a new approach, you devote real time to uncovering, appreciating and working through employees’ specific resistances to the change? What can you expect when they feel heard and respected rather than expecting them to hear and respect you?

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