Most believe that resistance only shows up during change. For example a company decides to restructure and the immediate change provokes fear in the lower ranks.
The reality is the resistance happened way before the change. (Unless there is some emergency or unforeseen challenge, there was a great deal of procrastination that lead to the need for the big change.)
For example there’s a high performing director who has developed an entitlement mentality. She doesn’t set the example for her team. Or a King Bee high performer is the top salesman but his treatment of others negatively impacts the workplace climate. Everyone knows there’s a problem but nothing gets said other than justifications of why now is not the appropriate time to address the issue.
Client Example Here
Each of your articles seem to come at the most opportune time. We are currently dealing with a 5 year employee that feels that the rules don’t pertain to her. She is a high performer and has direct reports. What we are seeing is that the direct reports are now showing signs of similar behaviour. Other employees are confused why the behaviour is continually being allowed. The leader’s integrity is being called out (she is a super leader is most respects) and we have employees that are considering this situation when deciding to leave the company. It is now being dealt with but at the extreme level-losing the asset of the high performer, course correction of the employees left behind and replacing employees that may or may not have left if the situation wasn’t allowed to continue. Very time consuming, costly and frustrating at ALL levels as indicated in the other posts. It is interesting that the employees that deny that Work Place drama exists, are SMACK in the middle of it EVERY TIME!
The negative or elitist attitude of the star performer trickles down but no one says anything. The situation didn’t seem bad enough to merit a courageous conversation. This form of resistance is an example of being stuck. A decision needs to be made, but it’s not convenient. In fact it’s difficult and uncomfortable.
The problem with avoiding difficult conversations is that when you get ready to address the situation, the internal fear and resistance will be even more dramatic had you decided to address the issue when it first took root.
You can send in a consultant, a change agent or a coach, but the truth is, you are going to get resistance from the person you want to change. He will feel picked on. She will be resentful. You are going to get resistance in the form of their justification and attachment to how things have always been. They won’t understand your discipline. Why now all of the sudden? They feel persecuted. It was never a problem before. (Yes, I know they didn’t take responsibility, or look in the mirror and they are exhibiting victim mentality, but that’s another article.)
What can you do to course-correct when you have let the problem take root and is in full bloom? You have to take a step back, and take a breath. Before talking to the person, gain complete clarity about the resistance that contributed to the current situation. You must own the part that the company culture (or you personally) contributed to the current situation. Not easy and not comfortable, but it will pave the way for potential cooperation through a shared commitment. In the end if you must let them go, the energy is clean and you leave no residue.
If you need executive coaching to help you navigate through a difficult conversation use the email form at the top to contact me, or call me at 1.888.434.9085 and we can set up a consulting time to help you master the particular language to navigate through this change with as much cooperation as possible.
Marlene Chism is a professional speaker, trainer, consultant and author of Stop Workplace Drama. To learn more visit www.stopworkplacedrama.com or www.marlenechism.com
Join Marlene on July 17, 2013 at 1:00 p.m. EST for the 5 Traits of Authentic "Drama Free" Leaders. Register Now!
