I heard a frustrated manager say today that employees are ‘resistant to change’.
I don’t think that is correct. In my experience employees are resistant to sudden change, change without context or adequate explanation, change where they have had no involvement in the change process, and change imposed by leaders whom they do not trust.
Perhaps this explains why so many change initiatives fail to make the intended impact?
It doesn’t have to be this way. If we humanise our change process, by genuinely involving people in shaping the future, and being prepared to listen extensively to those who are ultimately required to deliver the change, we’ll achieve better results.
Change should not be seen in linear or process terms, or as something to be imposed, but rather as a fundamentally human experience. This requires a level of emotional connection and understanding of why the change is required and how it will benefit the organisation. So many businesses fail to communicate these basic elements when it comes to change. It is down to leaders everywhere to create the environment, culture and conditions for change to be embraced and not feared.