In mid-March, I had the opportunity to present a session on Managing Resistance to Change at the ASAE Great Idea! Conference at the Broadmoor in Colorado Spring, CO. During the program, participants had more excellent questions than time allowed for answers during the actual break-out. We gathered the questions via text messaging and I promised to post answers on my blog. So, to all the Great Idea! participants as well as any other readers, I hope you’ll find the answers helpful. If you are not a part of the Association Management world, substitute employees for the word member. You're facing these issues, too and the answers will apply.
Be sure to use the comments section to continue the dialogue.
1. Do you recommend that we ask our members what it is that you are “afraid of” or don’t like about this change?
I’m all for asking questions. (Hey, the title of one of my books is 78 Important Questions Every Leader Should Ask and Answer.) Developing a process to engage your members in a meaningful dialogue is well worth your time and effort. The first step in a well-thought-out questionning process is always craft your question for best results. So, asking a member “What are you afraid of about this change?” is a more difficult question for most people to respond to than “What part of this change don’t you like?” Or, even better might be “At what point during our description of this change, did you start to feel some discomfort and why?” The way a question is worded will affect both the quantity and quality of the answers you get.
BUT (You knew there was a but coming, right?) be very careful to only ask questions you intend to act on. If your members start telling you what they don’t like about an upcoming change, there is a reasonable expectation on their part that you are going to factor in their concerns as you move the change forward. If that is a reasonable expectation, ask away. If it isn’t, you’re asking the wrong question. If you’ve already made the decision and want to talk to your members to gauge the potential resistance this change that is coming, try asking this instead. “How could we help you through the difficult parts of making this change?” This question will provide lots of fodder for change implementation action plans.
2. How does staff handle change of major proportion when it is the third time in 3 years?
Starting with an apology might be a good idea. Sorry, I couldn’t resist that one. Some evaluation is in order here.
Are the three major changes in three years because of marketplace situations that made them necessary? If yes, than a re-cap of the explanations you’ve been giving all along is in order before you deliver the context of this next change. It is possible in the upheaval that has been our reality for the last several years, that these rapid changes of direction were necessary. If you haven’t given clear explanations for the other changes – start with the apology and move to a tardy history lesson.
If, on the other hand, the three changes are because of poor management, lack of vision, or management attention deficit disorder, you have another issue entirely. In this case I think you, staff, need to figure out how to give some upward feedback to your Senior Executive team. Change needs to be guided by a vision of the future and that’s what Leadership is all about. Any organization that is changing simply for the sake of changing without a plan, purpose, or process, is I’m afraid, doomed! Managed change must be grounded in a vision for the future, unchanging values that guide behavior, and a mission that directs short term action. All three are available to a Leadership Team willing to do the work.
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