In our technology driven world, we’ve developed a new branch of humor dedicated solely to technology “hold-outs” that invariably includes our grandparents, rotary phones, and foot stomping resistance to anything that disrupts the status quo. The same is true for companies that introduce, on a large scale, a new tool or new process that will require employees to pivot and follow an unknown course. These new ideas can be met with disdain, fear, and even outright defiance. So how can we ease resistance and encourage full participation, particularly when there’s clear evidence that the new tool or platform will make them more productive? Here are 4 ways to help the transition toward progress.
Be The Change
In order to help overcome the initial growing pains brought on by any new idea, company leadership must be fully committed to making it work. They must present the idea with a focus on the positives and maintain their enthusiasm, especially during the implementation stages. If employees see their leadership jazzed up about the possibilities, they’ll be more likely to face the challenge with the right mindset.
It’s a Molehill Not A Mountain
Often when companies try to implement change or introduce new tools for automation, employees and even managers see only problems. These problems seem insurmountable, time consuming, and not worth the grief. But if they can see a molehill instead of a mountain, “problems” lose their power and become opportunities. Again, the top ranks in a company can either enable or dispel these perceptions.
When choosing the tools that are right for your company, make sure you’ve taken into account end user friendliness. The best attitude in the world will be tested if training time for a new tool or process is measured in weeks and not hours. Technology is supposed to make business easier, not require inordinate amount of training time to begin effective use.
Don’t assume that because an employee/user has feedback regarding a new tool or process, that they are being insubordinate and undermining the company’s goals. If employees feel listened to, while still embracing something new, the company will benefit in the long run from listening to their relevant concerns.
Change in companies can be scary. But if leadership properly manages expectations, provides assurances, displays the right attitude and is willing to undertake the journey alongside their employees, the end result is a business that stays on the cutting edge of both technology and humanity.