Breaking the "NO" Barrier
Rochelle Devereaux
Business Efficacy
Ready to move forward, only to have everyone else that needs to
help tell you "no?" Consistently getting suggestions from
associates and employees that trigger the dreaded "no" from you?
It's time to find out why.
Change is Scary
People generally fear change. Suggestions for new approaches to
work, or directions for the company, require personal and
organizational adjustments. Just because the change advisor knows
why things need alteration, others may not. Do you or others
around you silently consider alternatives and then, without any
warning, ask others to implement them? If so, the most likely
result is a vocal NO or quiet resistance. It's the organizational
equivalent of someone popping up and yelling BOO! in a darkened
room.
Make Change Comfortable
Do you like to fight? Is resistance a stimulant? No? Then before
you threaten people with ideas, make the idea of change easier to
take. What's that? You've tried that and it didn't work? Here are
some suggestions that might ease the way.
- When you think changes are necessary, identify who will be
affected by them.
- Bring those people into the planning process by:
- telling them what you think might be needed
- get their reactions to your ideas
- have them help develop the solution
- let them introduce the ideas to others in their
immediate work area
- Set a timeline for carrying out the changes
- establish incremental steps
- evaluate activities at each stage
- identify what may be interfering with the timelines
- Create systems that allow people to comment on progress, pro
or con
In short, get the appropriate people involved from the very
beginning, not at the end. You'll find they are more likely to
accept change when they have some say or see that their
resistance is going to negatively affect everyone around them.
This does not mean that everyone will embrace change, or that
they won't be uncomfortable. But, a sudden shift will not shock
them.
Communication and Involvement are the Essential
Notice that each part of the process outlined above involves
communicating with people. It is not dictating to them. It is
getting them involved. Outline your thoughts and let them offer
theirs to you. Keep an open mind. Have them do the same. It might
take a little longer, but the results are worth the wait.
It's Your Choice
You're in charge. You choose how to go on. You set the
organization's tone. If you resist new ideas, after a while you
won't get any. The creative people will look for appreciation for
their ideas somewhere else. If your employees resist change, you
need to be open to why and prepared to help them overcome those
specific objections. If they cannot, you might need to replace
them with people who will.
The biggest choice you have to make is: will I or won't I
communicate completely with those people who must carry out any
change? Will I be open to new ideas? Can I get others to be open
as well?
Assess the way you present change to others. Look at how you
respond to suggestions. Be honest and keep an open mind. When
change is necessary to your company's success, these actions can
quickly pay dividends.
If you need help in assessing the change process in your
organization, contact Rochelle Devereaux, Business Efficacy, 503/581-4100;
e-mail rochelle@businessmasters.com for a free initial
consultation.
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