Last week, I spoke with a leader who recently implemented a new project management system. She mentioned that one of her first hires still prefers using Excel workbooks instead of the new PM tool, which has been causing discrepancies and collaboration issues. Despite this, she has chosen not to push the issue any further because it seems to work for the team member, and she trusts her as a long-term employee.
My brain instantly started swirling with all of the ways this could become an issue and set the wrong precedence in the company's culture.
When things are changing, such as implementing a new project management system, it's important to address any resistance that may arise from team members. While it's comforting to have team members who possess a deep understanding of the company's history and have played a role in its growth, their resistance to change should not be overlooked.
During big changes, long-time employees might worry about not understanding the new system, being replaced, or feeling undervalued. They could also feel uneasy about the uncertainty that comes with change and the disruption of their familiar routine.
Is your team member a bottleneck to change?
When employees are too attached to their specific way of doing things, they might reject new ideas or improvements that could benefit the company. This can create bottlenecks and slow down productivity.
If there are opportunities to include "their way" into THE WAY, go for it. But it has to work for everyone involved. To determine if an employee is a bottleneck to change, observe their behavior during discussions about new processes, note their engagement level in training sessions, and monitor their adaptability when changes are implemented.
Are they vocal about their doubts without offering constructive feedback?
Do they hesitate or refuse to adopt new tools or methods?
These could be signs that they are hindering the flow of change.
Figuring out what needs to change, setting up a game plan, and getting everyone on the same page is tough enough. The last thing you need is team members stuck in their ways.
Here are three quick reminders for managing change…
#1: Leadership needs to set a clear vision.
When guiding a team through operational changes, it's important to clearly define your vision and goals before sharing them with the entire team. This helps reduce confusion, and team members will be much more likely to get on board when they understand what's expected of them.
#2: Change should be a collaboration.
As much as I believe that leadership sets the vision, I don't believe in dictatorships. Ask for input and feedback from the members managing the work daily. Sometimes, the source of resistance is autonomy, and it's important not to take that away. Using the project management system situation as an example, I would assess what is working well for the team member and build out a base that closely matches it.
#3: Make sure you have proper training and documented processes to help with the adaptation.
To avoid relying on any single employee, enforce process documentation and provide training. This ensures standards are maintained, and knowledge is shared across the team. Use collaborative tools to create living documents that can be easily updated as procedures change. This approach improves efficiency and prepares your team for transitions and scaling.
#4: Stay committed to evolution.
Be proud of your commitment to changing, growing, and evolving. Remember, you lead the way and set the tone for your team. When they see you being open to the challenges and ebbs and flows of change, they will be much more likely to follow suit. Loyalty is important, but adaptability is invaluable because only teams that are able to adapt to new things succeed.
#5: TDJ is your partner in change. 🤝
When you are ready to make operational changes, big or small, tap your girls! We specialize in change, from new software rollouts to processes and structural improvements to training. Learn more about our support services at thedigitaljane.com/services or schedule a complimentary discovery call with us.
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