How To Know When People Nod "Yes," and Mean "No"
Dusting off this “Oldie, But Goodie” from my Inc. Magazine column. Because the advice is timeless and it just might help you.
People don't like change. It is in our nature to resist it. After all, we are creatures of habit. We believe that routines, customs, and rituals make life safer and easier – and, in many ways, they do. But, change is inevitable in business. It is said that a business that isn't in a constant state of change will die. Stiff competition in most business sectors require firms to continuously innovate, renovate, and transform. The need for change has never been greater.
Consequently, many staff members will camouflage their resistance to change in the workplace by feigning its acceptance. They do this in many subtle, but effective, ways.
They'll talk in code appearing to seemingly be interested in participating in the change effort. But, in reality, the blather is just a smoke screen intended to hide their resistance to change.
Left unaddressed, this type of behavior will sabotage your firm's improvement efforts. It must be uncovered so that it can be addressed.
Here are 5 tips for cracking the hidden code of passive resistance to change:
1. When they say "There's no communication," they mean "I'm not listening." It's natural for people to stop listening whenever they feel threatened by the prospect of change. Adopting an existential position equivalent to, "If I didn't hear it, it can't be so."
When you hear complaints about the lack of communication and sharing of information about a change initiative (and, you know that there's already been much communicated on the topic), you're probably dealing with the fact that the complainer is just not listening. When this happens point them to the information that has already been provided and suggest that they get better familiar with the content.
2. When they say "Management is not making decisions," they mean "I don't want to change." This is a "go to" comment for anyone resisting change. It implies that it is management's fault that the change process is delayed. However, if management has clearly stated its intended direction then nothing could be further from the truth. Simply put, this type of comment indicates a resistance to change.
When this happens it is wise to reinforce the message by describing the desired end state and indicating the staff's responsibilities in making it happen.
3. When they say "I don't know what you want," they mean "I don't like it." Affecting confusion is an easy way to resist. Hey, if I don't get it, how can you hold it against me for not doing what you want me to do?
Usually, this confusion tactic is used when the staff really doesn't like the idea of the change being proposed.
When this happens you'll need to become very directive and explicit about what the change entails and how the work must be done. Indeed, your goal is to eliminate all misunderstanding and confusion from the equation.
4. When they say "It sounds like consulting speak," they mean "I'm not accustomed to thinking this way." Sure, consultants are often tasked with designing and managing business transformation efforts from their business clients. So, yes, they'll use different words and frame ideas in ways that may be foreign to the rank and file employee.
However, that doesn't mean that the ideas are wrong. It may just mean that your staff is unaccustomed to thinking in new and different ways. When this happens attempt to demystify some of the vocabulary being used and take the time to reinforce the change paradigm through awareness sessions aimed at assuaging fears and improving understanding among your staff.
5. When they say "You don't understand," they mean "I know better than you do." This form of stonewalling is intended to cast a shadow of doubt in your mind as a leader. The idea is if you doubt the validity of the proposed change then maybe you won't make us do it!
When this happens the staff believes that it knows better than you do. Your best tactic to use in combating this form of resistance is to stay firm and emphasize the notion that you're the leader and you expect them to help make this change happen.
To close, it is essential to recognize what you're up against when confronted by passive resistance in the workplace. These tips are intended to help you decipher what your people really think. The ability to make the translation is an important leadership skill to develop.
Indeed, developing a better understanding of the hidden code will position you to overcome the resistance and provide you with the opportunity drive needed changes into your organization.
By the way, did you know that I can help you to successfully plan and drive your next major change initiative? It’s true! I’ve been doing this type of work in all kinds of organizations for a very long time. Reach-out to explore the possibilities.