How would you approach this as a manager?

[TheHappening]

i've been moved to a different site to tackle a particularly 'sticky wicket'. I'm good at dealing with people and solving problems but i'm feeling particularly wary of this one given the pre warning I have already been given.

In brief, a cohort of staff need to be moved from using system A to system B. System A belongs in the dark ages, it is labour intensive, not efficient and needs to go.

3, count them THREE different managers have tried to move them away from this system with no luck. A hell of a lot of pushback, complaints and not much movement. They are holding on for dear life to system A. I understand why, it is the way they've 'always done it'. It works well for them, they understand it and don't want to learn a new system.

My vague outline of a plan at the moment is to go in and seperate the ring leader from the herd. I want to explain to them WHY the system needs to be changed and hopefully get them on board before I approach the whole team. I don't want to go in heavy handed from the off with 'this is what is happening like it or lump it', but do need to be firm that this is happening like it or lump it.

Any thoughts?

Yes, I'd look for someone in the group who might be won over then get them to champion it to the others.
To do that you'll need to see it from their point of view. What is just resistance to change and what is real benefits of system b to them? (not to the company). If the only benefit is, using system b will enable you to keep your job as otherwise you will be fired, then you'll have to threaten to press the nuclear button. But hopefully it won't come to that!
Have you asked the three previous managers what they would have done differently, if they had their time again?

Erm, honestly?
This isn't a decision they can make. System B comes in on X date and system A will be turned off, end of conversation.
You can offer them training. You can mentor them...if they won't it's disciplinary/capability issue and will be managed under those policies. I'm sure they'll soon tow the line when they realise this isn't optional.

Also, what is the process of changing systems? do they need to go to be trained or is it something the team could do tomorrow if they wanted?

Can you sit down with one or two people & have them talk you through how they use System A? Listen to them, find out what they like, and THEN point out the limitations of A.

To be honest if they’ve gone through 3 managers the time for molycoddling is way past done, they move to system B!

But if you do want to be gentle then do a mix:

• find a person that seems to like being “seen”, a leader who likes praise and get them on board with explanations of why it works better, how they seem to be someone who can really get it and help the others to get it. Generally make them feel a bit loved. Then work out a plan with them to introduce.

But use a bit of stick and firmness too, you want to guide them through the process as from “X” date they WILL be changing systems. Pick something that won’t happen if they don’t. For example if another department takes their outputs, other department will stop taking System A outputs and will reject anything from system B.

Sorry I mean only accept the system B format.

This sounds so familiar. We keep having change imposed upon us. Each new IT system they bring in takes significant time to learn, takes longer to use even when familiar, and is usually brought in when still as glitchy as hell. Because this has happened multiple times, we have become very resistant each time some new shiny faced manager comes bouncing in promising that it will be different this time. Honest.

I wonder if they've gone through the same?

'Hello, I'm here to manage the transition from system A to system B and make sure you have everything you need to make it work. System A will be switched and completely inaccessible from xx/xx/xxxx and all further activity will need to take place on system B from that point onwards.

I'll be developing a project plan and timeline, it would be really useful to have your input. I'll be setting up workshops with you as a group and with Subject Matter Experts within this team to collate, assign and agree actions."

It's a non-negotiable point, system A is going, they do not get to decide they aren't going to use System B and the fact that several managers have allowed the group to make that choice does not speak well to the management structure and how they are perceived in your organisation.

Delete the system? So they have no choice but to use the new one? Radical but efficient.

Send them on training day or two and whilst they’re away change the system so they come back to System B with System A consigned to history.

I had to do something similar a few years ago. I decided to give a non negotiable date as well as dates for training. There were lots of moans but 2 years on everyone loves the new system.

I'd find out what went wrong. I'd also be particularly interested to find out if it's been three attempts to change to the same system, or three big, pointless changes - which would probably influence whether I did my next step, which would be to bring in a couple of other staff members from different teams on secondment to advocate and be role models for change.

I'd then do regular team meetings, build it into one to ones and objectives, and 'fail' people on their objectives (or whatever term is used) for blockings. If I couldn't get the ringleader on side I'd be looking to manage them out or over to another team (maybe you could swap them for someone for 6 months who would be up for the change).

And I'd be negotiating your own bonus hard because this sounds like a shit show.

It seems that the 'system' is more kinetic/physical than IT-based, as I feel it would be easy if it was IT-based to just switch!

ADKAR approach

Have the previous managers actually offered proper training? I wonder if they've been the sort of people who've said System B can easily be picked up in an hour or two, when actually it might need more extensive training.

'Hiya, I'm Susan. Head office have said the team has to move to system b by X date and because I know the system they've sent me here to lead the transition. I know it's a big change and you all have thoughts and concerns - can I meet you all for a 1-1 so I can hear what's worrying you and also your ideas for how we can make this transition easy for you all?'

Then have the 1-1s. Listen to them and take their concerns seriously. Don't just say oh it'll be ok. Say you'll check with people above if needed, then go and do it. Take time to consider your colleagues position before writing them off.

You don't need to worry about the ring leader if you position yourself as leader. Forget this 'I'm your manager and we're doing it' attitude so many new managers seem to have. It's 'we have to do this as a team and I'll take the shit for you all and make it easy for you.' That's what a decent manager does anyway.

Also remember you're in the middle of a pandemic. Lots of people in all kinds of organisations are using this opportunity to make big changes that would have been a pain to explain away otherwise. 'The IT tech has to come in on Wednesday because that's the only day the office is empty. Once he's been the old server is unusable' that kind of thing.

@FrenchItalian

In situations like this, it’s often necessary to ‘cut the head off the snake’ so to speak. If the ringleader of the resistance can’t be won over, I’d have them managed out/fired as a warning to others and statement of intent.

You then need to look for the individuals in the staff cohort who are pliant/ambitious and get them into management positions so they can force the change through.

Nothing gets a team on side like firing some of them for daring to have opinions

@AmIAWeed

Erm, honestly? This isn't a decision they can make. System B comes in on X date and system A will be turned off, end of conversation. You can offer them training. You can mentor them...if they won't it's disciplinary/capability issue and will be managed under those policies. I'm sure they'll soon tow the line when they realise this isn't optional.

^^ THIS

I think dressinggownofdoom has it bang on

I've been in teams where changes have been made with no apparent benefit to the team members.

There were times when the new systems were more useful in collecting data, easier to run reports from but far less efficient for team members to input data and to find data again and often much slower than the original system. There were always problems where documents could only be viewed but not edited and on.
I'm sure many managers thought the team's 'issue' was that the work could be more closely monitored when in reality the 'time saving' new system was far slower and cumbersome than the old system where everyone could fly around.

For that reason they were never able to completely remove the old system and many of us continued using it until the day we left.

Ask them WHY they are reluctant to use it and LISTEN to their answers. Does it take more time? Are they unsure how to use it? Depending on the role they do, are they afraid their team might be downsized by using the new system?

You could certainly say that by x date, only the new system will be available to use but if they are unable to use it efficiently, what would the benefit of doing that be?

I work for one of the largest organisations in the world managing this kind of change and resistance is simply not tolerated.

1. Switch on date of System B is announced
2. Many flexibly timed training sessions on System B.
3. System B switched on. Several individuals picked to champion and experiment on new system. Issues with System B are recorded and logged so management can find solutions.
4. Transition period. Team are gently pressured to used System B. Any recorded incidences of using System A must be justified to management so they can investigate whether there are any issues with the functionality of System B. E.g. System B does not have the ability to/takes twice as long to do C process so I need to use System A.
5. Fixes to any issues announced and also the switch off day for System A.
6. Keep tracking system usage and issue resolution.
7. Switch off System A.

Thank you all for your replies, lots to think about.

Previous managers have tried a gentle cajoling to get them to change which hasn’t worked.

They are entrenched in their position, I went around to meet them briefly and the bristling in the office was palpable.

I think I’ve narrowed down the issues they have: lack of confidence in how to use the new system (solved with training), lack of trust in the new system (intend on showing/teaching how effective it’s been in other departments), resistance to change/hostility to management (bring ringleader over to champion the cause)

Is there anyone who is now using the new system who could come and have a quick chat with them about how good it is to use? So that they are hearing it from peers not managers?

Also you said that System A is working well for them. So they are going to have to see a clear benefit to System B for them to embrace it surely?