Often a team member’s first reaction to change is to refuse to accept it. People get comfortable performing tasks and processes a certain way. This comfort provides them with the security that they are the masters of their environment. They fear that change could disrupt their lives by making them look like a fool by not being able to adapt and learn, make their jobs harder, lose a sense of control, etc.
Leaders can help the change process by changing their team members' attitude from avoidance to acceptance. This is accomplished by changing their team members' avoidance questions and statements into acceptance questions through involvement and engagement.
Occasionally team members will welcome change, especially if the benefits are obvious. However anger is often an early reaction by team members to business change. In preparing themselves for team member backlash, managers and team leaders should focus on redirecting team members’ concerns by highlighting the opportunities that the change will bring.
From Why? to – What new opportunities will this provide?
From How will this affect me? to – What problems will this solve?
From We do not do it this way to – What would it look like?
From When will this change be over so we can get back to work? to – What can I do to help?
From Who is doing this to us? to – Who can help us?
Traditionally the bargaining stage will involve attempting to bargain with someone in a position of power. People facing less serious change can bargain or seek to negotiate a compromise. For example "Can we still use the current procedure when dealing with ... ?”
In a way it's the dress rehearsal or the practice run for the ‘aftermath’, although this stage means different things depending on whom it involves. It's a sort of acceptance with emotional attachment. It's natural to feel sadness and regret, fear, uncertainty, etc. It shows that the person has at least begun to accept the reality.
This stage definitely varies according to the person's situation, although broadly it is an indication that there is some emotional detachment and objectivity. Some people will be able to enter this stage a long time before others, who must necessarily pass through their own individual stages of dealing with the change.
Leading the change
Feelings are contagious. When someone around you is feeling sad, it brings you down somewhat. Likewise, when someone is passionate about something, it inspires you. Build the change so that others want to be part of it. When you give them part of it, also give them the authority and control to act upon it. Share the power so that they do not feel powerless. You want them to feel useful and enthusiastic. Help them feel needed, that the change could not happen without them. Motivate and inspire them.
Raising The BARista will enable you to stop just talking about great guest service and see your team deliver it to every person every day.
Check out the book, Raising The BARista here: http://raisingthebarista.com.au/raising-the-barista-book/
Watch out for our video blogs and posts like this where I will share with you how high performing businesses achieve this.
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I’m Justin McGurgan, let’s go from GOOD to GREAT