Negative reaction to new initiative I led on

[lurchersforever]

How do you deal with this?

I am in a leadership role and this is the first big thing I've led on, despite being in the role for a few years. This is the first thing that is going to shake up people's working practices and affect their day to day working life. It needs to happen and obviously I was tasked to do this by my boss, who is everyone's boss. I am well-qualified to lead on it and have done a huge amount of research.

The backlash has been quite strong and I'm feeling a bit under-attack. I feel people are resistant to change and, frankly, in some cases, just don't want to put the work in, but ultimately I have failed to win them over, which must be on me. Boss is supportive but I think feels I haven't communicated this properly so also a bit disappointed. We have made some concessions now which, while not the end of the world (or the project) do have the potential to dilute it somewhat.

Some people who I thought had a level of respect for me and a positive working relationship have pushed back, which has been hurtful, while a couple of others are 'usual suspects'. Other than learning from it how else can I deal with this?

If I know this is the right direction and kind of wonder what the point is in asking people what they think if we pretty much know what they think and will largely need to ignore it as the old way of doing things has caused a lot of problems for us as an organisation.

I definitely think it's the right thing to be doing.

oh dear.

In the nicest way OP, you haven’t handled this well. You’re coming across as though you’re doubling down and a bit put out that you’re having to make accommodations to factor in feedback. If this is how you come across to the team then no wonder you’re getting backlash.

It’s as previous posters have said, when implementing change you need to bring people on the journey. As a leader you want people to follow willingly, not be dragged along digging their heels in.

Even if the decision had already been made on the new way, it’s still important to seek the views of those affected. No, you might not implement their suggestions but you should be able to explain why your way is the most beneficial way.

Its also a bit arrogant to assume they may not have any valuable input.

Yes and it just pisses people off.
Manager "We're bringing in X type of assessments, off you go for 3 days of training, on top of your other work!"
Staff "erm, aren't they basically the same as Y assessments, that we used to do a couple of years ago and you sacked off? And made us train for Z assessments? But these are even less wieldy than the (actually perfectly ok once we spent ages getting the hang of them) Y ones you got rid of?"

Oh great, another restructure! Takes us back to where we were 10 years ago, and 20 years before that too, and another load of unsettlement to boot.

That type of thing.

Ugh OP, you sound like such a tedious manager. Most people work to live and certainly don't want any "enthusiastic" new ideas to make more work for them for no extra pay.

I have a lot of sympathy with you OP because I do suspect we are in the same line of work, and if so I am currently doing what you are doing.
As I said, target the middle leaders to make this happen effectively. Especially the ones who say "it's different for my department". Get them understanding how it will work, and let them take their teams with them.

I would rather not have my time wasted seeking views when something will be implemented anyway.

Employers should be be able to make the necessary changes they need for their business to succeed. Employees always have the option of taking their services elsewhere. The entitlement culture serves no one.

And a totally pissed-off workforce serves no one either.

Does nobody remember that there are studies which prove that the workers with the highest stress levels are not the staff at the top with the power and the responsibility, but the ones at the bottom with no autonomy who just have to take what is dished out and lump it?

On a practical level, I would start by working with the managers to get them on board, it should be their responsibility to ensure their team adheres to the change in work practice, you can be available to the staff further down but start with setting a clear chain of command, you cannot work directly with all staff to implement this.

be clear that those managers will be accountable for ensuring their reports are implementing the change, and any issues are reported through that chain of command.

this will help with the responsibility you currently feel over the whole program.

It sounds like you are the sponsor of the initiative but could have done with some change management support. One or the models which really helps where individuals are finding the change challenging is ADKAR. Awareness, Desire, Knowledge Ability, Reinforcement. By ensuring you address ADKAR in your planning phase you greatly reduce resistance and therefore increase the change of the change sticking. Do some reading today and watch a few you tube vids. It isnt too late to refine your approach moving forwards through the rollout.

haha. no.

If you, as a manager, want your workers to give their best you don't shit change on them from above.

We know this, especially those of us who (have) work(ed) in Change Management. Having a hostile workforce, even if they are doing what you say means the liklihood is they are doing just enough. That's not what anyone wants.

Additionally depending on the manager's attitude, they are doing just enough while looking for alternative work. And if 2 or 3 quit at once? you are shafted for being an idiot.

This.

this is a continual issue where I used to work, changes implemented without any consultation with those who it affects.

‘no time’ ‘will bring up issues’ - all irrelevant comments.

staff are sick and tired of being presented with a fait accompli.

learn from this.

What's not clear is why this was needed so quickly. For something like this, when you know some people are resistant to change, you need to plan for this as part of the work. Consulting helps with this but it also allows you to challenge some of the issues they raise.

It’s not about wasting time seeking views “even if something is being implemented anyway”.

Sometimes it’s about seeking views on whether what is being proposed is realistic/achievable etc. In a lot of cases the employees can come up with tweaks or adjustments that make what is being proposed even better. Even if they don’t come up with anything, most people are still likely to be more receptive to the change if they feel they were at least communicated with about it.

Any Manager who ignores that or thinks they know best and that their employee input isn’t important is an arrogant prick IMO.

I’ve been in this position and this would be my practical advice:

• Totally divorce yourself from the personal here - you can’t rely on previous relationships to carry you here if ultimately they don’t like what you’re introducing. Don’t take it personally - you’ll just make it worse for yourself.

• Start again with the comms, and acknowledge what has happened before - distill what people need to know into: what the problem was, how you will fix it, what they need to know and clear time frames. Much work anxiety comes from lack of clarity - this is something you can (hopefully?) remove.

• Although it isn’t in your power to have consulted, there is likely to be a review of how well it’s going? So give them that date and explain who will be involved in the review.

• There is likely to be an alternative if you don’t comply with this, right? Although you don’t want that to happen it’s probably a good idea to share this with your staff too.

• Where possible, do stuff face to face. It’s more personal, easier to read facial expressions and body language and people react differently to how they would an email. If this isn’t possible, get on the phone to those who are key in all of this and talk to them. Email/messenger is too easily misinterpreted.

This, in bucketloads. The last thing you want is to create a situation in which you lose the enthusiasm, work ethic, motivation and loyalty of your workforce. They will still grudgingly do the job they are told to do, but you won't get an extra ounce out of them.