How to Transform Resistance into Execution with Employee Engagement
Often, even our most well-thought-out action plans are met with resistance at first. However, it’s our jobs, as leaders, to meet people where they are and engage. When you set out each day to engage with the people who matter the most—those on whom you rely on executing your game plans—it’s amazing how much can be accomplished.
“Some people dream of success, while other people get up every morning and make it happen.” —Wayne Huizenga, entrepreneur
Undoubtedly, you’ve spent time, effort, and energy devising tactical action plans and processes for your employees to follow. Yet, some people still resist the change you’ve put into play, or they simply fail to execute consistently. This blog will help you understand where the resistance may be coming from and how to turn their resistance into levels of execution you envisioned when you initially built your action plans.
Barriers to Execution: Why the Right Time Is Now
Donald McGannon stated, “Leadership is action, not position.” One of the biggest excuses you hear from business leaders is that they are waiting for the right time. What is the right time? There are always going to be staffing issues, it is always going to be too busy, and there will always be excuses. If we waited for a perfect world, we would be waiting forever. We can always find excuses for not doing something, but true leaders will always find an excuse to do something. Don’t procrastinate, put things off, or wait for the right time—we are in a business where there will never be the right time.
Leaders who are not achieving the desired results are not truly leading. Managers get too caught up in all the things that could go wrong. By trying to account for every possible outcome, they end up doing nothing at all. And, when employees resist change, it stops leaders from executing their plan. While the employees were involved in the planning process, when it comes to executing, they decide to resist.
The first step in turning resistance into execution is to understand the root causes of the resistance. Some of the most common reasons why employees fail to act include low confidence, negative attitudes, bad habits, and no relationship with the leader. So, the task of any strategic leader is to build confidence among employees and key stakeholders. Confidence is a powerful thing that propels people into action in the face of adversity, doubt, or fear. Here’s how to build confidence out on your front lines:
• Get quick wins
• Celebrate successes: recognize and reward those employees who exemplify the change
• Engage in ongoing communication
• Set the example for the change and learning required
Get Quick Wins
As Charles Duhigg wrote in The Power of Habit, achieving short-term wins does wonders for the psyche of any group of people amid a change effort: “A huge body of research has shown that small wins have enormous power…Small wins fuel transformative changes by leveraging tiny advantages into patterns that convince people that bigger achievements are within reach.”
You and I like to be noticed, known, and celebrated for our hard work—and so do the people on our teams out on the front lines. Even people who resist change or shy away from accepting your coaching or guidance need and want to be celebrated. Recognizing the people who exemplify the change you want to see and those who flat out execute every single day will slowly but surely attract your resisters to join your cause.
The more you celebrate successes, the more airtime you give your story and the story of where you’re taking the team and how great it will be when you reach the promised land together.
Speaking of storytelling, the leader needs to communicate (via multiple channels and platforms) so that people understand the process and are updated on the progress. Employees must also see the possibilities and positive outcomes as a result of the change process. The more leaders engage, the more consistent the execution.
Lead by Example
It goes without saying that successful change leaders lead by example, embodying the very behaviors and values they set out to inspire. If they communicate why change is needed, they also need to walk their talk and embody the change they champion.
“One of the most important actions, things a leader can do, is to lead by example. If you want everyone else to be passionate, committed, dedicated, and motivated, you go first!”
—Marshall Goldsmith, leadership coach
Bringing It All Together
Here are four ways you can turn even your most passionate resisters of change into the most consistent executors of your action plans and processes:
1. Identify two short-term wins which are achievable in the next 30 to 45 days. These are “wins” you’ll be able to showcase and leverage to all key stakeholders (even your resisters). You’ll be able to prove progress is being made.
2. Plan a celebration that recognizes and rewards (and showcases) employees who embody the values and traits you’d like to see in everyone else. Recognize them for being the change you want to see and for executing on the action plans you’ve given them.
3. Engage. Carve out time each day to walk and talk with employees. Tell the story of what has been accomplished and how the momentum is propelling the team toward a much better future you’re creating together.
4. Lead by example. Walk your talk.