Office training sessions that equip veteran workers with new skills gradually reduce their reliance on old methods. Photo: VM.
James Mason says most work teams are diverse and among the talent and ambition can be found the veterans clinging to old ways. He outlines a strategy that will bring them into the fold.
Starting a new job is always exhilarating. The thrill of fresh challenges and the promise of a diverse and dynamic work environment can be incredibly motivating.
You have been brought in to head a team because you bring qualities to benefit the organisation.
However, as you settle into your role, you may notice a recurring pattern. Amid the mix of talent and ambition, there’s a subgroup that seems out of sync.
These are the ‘’usual suspects’’ – the veterans resistant to change, clinging to old ways like comfort blankets, and often found grumbling about initiatives or collaborative efforts.
Does this sound familiar?
In many organisations, these characters play a recurring role. Can you, the newcomer, inspire a change in this deeply entrenched script? You can, and here’s how.
Analyse the landscape: This is crucial when dealing with resistance from employees.
The usual suspects are not necessarily negative forces; they are often experienced employees with a wealth of knowledge. Their resistance is often caused by a complex mix of fear, comfort in routine, and a lack of understanding of new directions.
By analysing what’s causing these reactions, you can determine how to influence the situation with your knowledge and experience from outside the organisation.
If work is carried out on an ad-hoc basis with no thought or basic work instructions, you can help by designing processes to eliminate any chaotic way of working.
Additionally, you can conduct surveys or informal discussions to get to the root of their concerns, providing a clearer picture of the resistance.
Face the change: Some individuals struggle to change because it pushes them out of their comfort zones, challenging their sense of security and competence.
For the usual suspects, this can be particularly daunting, making them cling to the known rather than venture into the uncertain. You have to make them see differently and influence their way of thinking.
Offer training sessions that equip them with new skills, gradually reducing their reliance on old methods. Provide examples of successful transitions in other organisations to illustrate the benefits of embracing change.
Building bridges: Understand the usual suspects’ fears and motivations; show genuine interest in their expertise and viewpoints.
Resistance is often a veil for insecurity, but you can help lift it by offering support. If an idea of theirs is allowed to be played out, then they may become more involved and look forward to striving for more, rather than being a nine-to-five office grinder.
Creating a mentorship program where experienced employees can share their knowledge while learning new skills can bridge the gap between old and new practices.
Collaboration: Demonstrate the value of collaboration through small, successful projects.
Involve the usual suspects in the process, making sure their voices are heard and their contributions valued. Success breeds confidence, and confidence can dismantle resistance.
Communicate a vision: Sometimes, the usual suspects struggle to see the bigger picture.
Articulate the vision, breaking down how changes align with organisational goals and personal growth. Clear, consistent communication can illuminate paths previously shrouded in uncertainty.
Celebrate wins: Recognition goes a long way. Celebrate the wins, no matter how small, and make sure to highlight everyone’s contributions. This not only boosts morale but reinforces the value of change and collaboration.
Create a recognition program that rewards innovative ideas and successful collaborations. Publicly acknowledging efforts can inspire others to step out of their comfort zones.
The reality check: It’s important to recognise that you won’t win everyone over – and that’s OK. Change is a process, not an event.
Some may evolve, and others may eventually opt out (especially if they are close to retirement), but your focus should be on fostering a positive, inclusive culture that encourages growth and adaptation.
Conduct regular feedback sessions to gauge the impact of changes and address any lingering concerns. Flexibility and openness to feedback can ease the transition process.
These are some of the answers, but it’s a journey that requires understanding, patience, and strategic action.
Your role is about being a force for positive change, paving the way for a more dynamic, collaborative, and forward-thinking organisation.
*James Mason has worked for various organisations over an 18-year career. A seasoned blogger, he has created the blogsite Office Bantomime. This article first appeared on the Office Bantomime website.
