Managing Change

4. Selling the Change

Whatever the area of change, you will need the co-operation of your employees.

4.1 Resistance from employees is the biggest stumbling block to successful change. Sources of resistance include:

• Natural wariness of change. Do not underestimate people's fear of change. For example, acknowledge that employees may not want to give up familiar and long-established working patterns.
• Cynicism about 'flavour of the month' changes. Most employees have had experience of initiatives that caused considerable extra work but eventually came to nothing.
• Misunderstanding, when employees are not told enough or think there is a hidden agenda.

4.2 You are implementing change for a good reason. You should be able to sell your idea to the people affected.

• Explain the benefits.
• Make people understand the cost of not changing. For example, losing customers or keeping costs artificially high - and eventually laying off employees.
• Point to examples of successful change in the past by you or your competitors.

4.3 Set up a thorough communication process. Rumours will develop quickly if there is a lack of information.

• Give important news in person, followed by confirmation and details in writing.
• Start communicating early, as people take time to come to terms with change. But avoid communicating half-formed ideas, as this may simply cause confusion.
• Allow time for feedback and reasoned objections. Listen to the views of any sceptics - they may help you avoid costly mistakes.
• Be prepared to be unpopular. If the change is for the good of the business, employees will benefit eventually.

4.4 Talk to everyone who will be affected. Resentment will grow if people feel left out.

• For example, inform customers and suppliers, as well as employees.
• Make sure everyone knows his or her role in the change process. Encourage employees to get actively involved and 'own' the change.

4.5 Address people's concerns. Spell out the implications of change for everyone.

• For example, revisions to job descriptions, increased workloads or any redundancies.
• Be clear about how the change will affect individuals, teams and the whole business.

4.6 Your biggest allies can be your cynics.

Do not be put off by their style - they often know the pitfalls and difficulties. If you can persuade them, persuading other employees becomes easier.

• Get help from the early converts in selling to the cynics.

4.7 Do not leave any doubt that the change will happen.

• Once people are certain that it is going ahead, they begin to come to terms with the inevitable.