The Mouth of Change | Employee Resistance to Change

Change is always the same. Change itself is not the issue; it’s the resistance to change that causes problems.

Many of us learned this growing up as we competed in sports, or for the attention of others. In the business world, the resistance is naturally strong when we explain our great reform is based on doing more with less. We tell our coworkers and even our bosses that the future is based on being more productive with fewer resources. (I don’t know about you, but I always dreamed the future would somehow involve physically doing less with much more cool stuff.)

We can attempt to cultivate buy-in by explaining how to be more productive and how to lessen the cost of that productivity, ultimately enabling us to wrap our fingers around that holy grail of business achievement: profitability. But let’s get real. All signs might point to profitability as a logical product of the changes being proposed, and yet logical humans need to see how a change in process will make them look good before they will give it their all.

Through our surveys of top professionals who serve as change agents, Wynn Solutions has noticed a critical first leg of the buy-in journey. (“Critical” and “first leg”? It sounds like change is limping already!) We found that top professionals who succeed in implementing change begin by tactfully explaining that the more people focus on making change work, the more value they have to the company.

Additionally, these professionals dealt with the good-old-days syndrome that prevents some people from creating their own future. You may have heard that to spread change through an organization, you have to prove to key players that the new way is at least as good as, if not better than, the old way. You might think you need to provide some physical evidence (data) and a couple of testimonials (people thought of as straight shooters saying positive things about the changes) as well.

However, if you want people to see it’s possible to succeed by doing more with less, you need to find or create change agents who will massively benefit from the change and who have an outstanding advocate network, great communication skills and “above all” really big mouths.

How To Get People To Listen To You: Over-the-top influence

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Leadership and communication skills mean nothing if no one wants to listen to you. Many knowledgeable, committed people have zero personal influence simply because they are not interesting. We have all been bored by someone to the point where we imagine ourselves on a Caribbean beach sipping a big umbrella drink and listening to metal drum music. That’s right – we will choose the sound of someone beating on harmonically modified oil drums as we sport embarrassing beverages rather than stay tuned in to information that just moments ago we thought would easily hold our attention.

On the other hand, we watch people on reality shows who are seemingly devoid of value, babbling about stuff we can’t even relate to, much less learn anything from that remotely applies to our own lives. (I won’t name names but it starts with a Kar and ends with a Dashian.) What is it that makes something we truly want to know unbearable and makes useless drivel so appealing? Is it a big personality?

I don’t know about you, but I have had to relocate on a mercifully semi-empty airplane because my seatmate had too much personality. It’s easy to say we choose entertainment over education. (If that’s true, why can’t I stop watching Antiques Roadshow?) We can’t get the education we need to forward our lives because we won’t take the time to study, but we will watch Honey Boo Boo and Swamp People until we begin to develop grammar problems! We can’t focus while at work, but we come home to watch someone do their work on TV. Recently, a very honest woman struggling to sell real estate told me she was not willing to work late because she wanted to watch a show every night about real estate gurus easily selling mansions.

Contrary to what we have been told most of our lives, it seems that we are oddly interested in things we can’t relate to very well. For instance, if you can’t sell a fixer-upper in a questionable neighborhood, then watching a show about superstar realtors selling 30,000-square-foot houses supports my theory. When it comes to shows like Hoarders, we watch and feel better knowing that our messy house is not so bad. Interestingly, though, we won’t clean our house in response; instead, we watch as someone cleans the hoarder’s house. Actually, the show makes most people decide to stay in their relationships because you are less likely to gain 100 pounds and sleep on a pile of pizza boxes if you have a roommate.

General Hospital is still on TV while PBS, which airs some of the best documentaries we’ve seen in years, struggles for funding. Great shows end because they run out of ideas after five seasons, whereas General Hospital has had a 50-year run and hasn’t changed a bit. Sure, some characters who’ve died have come back to life, and sometimes the series just switches actors in a key role, as though no one will notice. It’s just not very realistic … and that’s what we like. What family has someone in the hospital every week? If you knew that family, would you want to hang out with them?

In that same vein, science fiction and fantasy are the top movie and TV draws. From Star Warsto Game of Thrones, we can’t get enough of shockingly unrealistic concepts that try to deliver a moral message. What have I learned? Be nice to dragons and always hang out near the escape pods!

In short, we choose escape over importance, spectacle over value, reality TV over reality. Consequently, if you want to get people to listen to you, you need to start with an over-the-top story that makes others feel like they could never achieve such a lofty, unrealistic dream. Or, if it’s over the top in a negative way, it should make them glad that this mesmerizing train wreck did not happen to them. We don’t care for personal tragedy, but we will actually pay to see the misfortunes of others. That’s why your college professor who told weird and probably untrue stories had so much impact on you. It also explains why you slow down to look at accidents even when you are late for work.

Armed with this insight, what can we do to make sure that people absorb what we want them to hear? 

  1. The most ridiculous, outlandish story you have needs to be put to good use. Points are easy; good stories are hard to come by. Take a great true story (embellishments are OK; you can even admit you’re exaggerating as you tell the story) or an untrue story you can use as metaphor and find the points you need. You can adjust the story to fit your points, but keep in mind that it requires focus. Saying “Hard work creates opportunity” is easy; getting a great story to illustrate that point is much tougher. I once heard a former IRS tax attorney talk about some intensely boring subject matter, but he used really crazy stories about agents tackling celebrities in their front yard and people trying to deduct payments made to prostitutes. I still remember his basic points about record keeping and how to make sure you’re maximizing deductions but playing by the rules. I don’t want to be tackled!
  2. Make sure you start with the problem or issue, then the solution, and finally why the solution is valuable. This order is important for impact. Even the worst reality show with the lowest production value is easy to follow. You can present an over-the-top problem that you solve with a straightforward solution and then a dramatic, metaphorical explanation of value. If you can be funny, be as funny as you can. (If you are not funny, don’t be.) Humor that works always gives you an advantage. We can remember a good joke we heard two years ago, but we don’t recall what we had for lunch two days ago.
  3. Be aware of what your audience values and believes in, even if it’s an audience of one. TV and movie companies do lots of research on this and create things that match what they know about the viewing public. If you know people who really dislike a particular sports team (that’s weird, I know, but it happens), then being over the top in a negative way grabs their attention. I spoke at an NFL event, at a pre-Super Bowl meeting attended by fans and staff of only one of the teams. There had been recent news coverage about players saying negative things about the team I was speaking to. It had gotten out of hand. I mentioned that I had a desire to fight the other team’s mascot because he was annoying – and that I was qualified to do so because I had once taken down Barney in an ugly altercation in a Toys R Us parking lot. They cheered and clapped for a full minute. Then I made my point: Sometimes the best action is restraint, followed by introspection. To win, we must keep a cool head and not be distracted by our personal resentments. I admitted to the large crowd that extreme loyalty to a football team was not my issue. I clearly have a problem with people in big furry animal suits. I trace it back to a Disney trip at age 11 when Goofy and I had it out over a funnel cake.

To ensure that we are seen as interesting, we have to be realistic about how people respond and what they respond to consistently. Being sincere, factual, relatable, relevant, and on point can never compete with a personal, colorful, funny, over-the-top, hard-to-believe story or metaphor with a good, solid, easy-to-understand solution or idea that focuses on delivering value to the listener. Here’s the proof: Whether you liked this article or it rubbed you the wrong way, you seemed to have no problem finishing it!

Employee engagement programs and descriptions

Who Wants A Job Where It Is Never The Boss’s Fault?

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The only way to effectively hold others accountable is to first hold yourself accountable in front of them.

As a leader, if you want employee engagement and long-term influence, you must take a look at the role you’ve played in your team’s problem and make sure your people know that you’re examining your own involvement. When you do that, your group’s level of animosity (if any) drops, your skills and communication improve, and you create a sustainable culture of accountability.

This is not an opinion or an idea; it’s how human nature affects a situation if we allow it to take its natural course and we are honest with ourselves. It’s also an overall conclusion drawn from decades of Gallup studies. It’s why some leaders who regularly unveil mediocre ideas from the latest book they’ve misinterpreted have the undying loyalty of their people, while brilliant strategists with good track records run off top talent. Have you ever wondered why highly skilled people who don’t apply themselves for one leader can hit home runs for another? Think about it. How hard would you work for a boss who never claims a role in any mistake?

If we want people to perform at the highest level, to buy into change and to adopt new processes with minimal errors and complaints, they have to feel their leaders are willing to accept responsibility. Then your team is positioned to perform its best. You will never really know how good your people are until they know you are accountable. It’s what many leaders rarely do and what the most successful always do!

Top Tips From Our Research on Top Producers

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Top Tips From Our Research on Top Producers

What the most successful people do differently

Sales

Dealing with ego driven buyers

Ask them to list possible solutions to the problems they are having and then see what you can agree on. The key is to get them talking about their problem. Remember, what comes out of their mouth means more to them, than what comes out of your mouth. It’s almost impossible to listen yourself out of a sale.

Management

Improving performance

Help your employees identify and maximize their strengths first, then discover how those strengths can improve their weaknesses. People are motivated when their talent is acknowledged and are much more likely to identify and put their best effort into improving their weaknesses.

Example:

If an employee builds great relationships with co-workers but has problems with basic skills, guide them towards finding a co-worker who is willing to help them improve their skills.

The best way to help an employee to improve is first to identify and praise them for their strengths, giving them the confidence and motivation to work on improving those difficult areas.

If you just focus on weaknesses your people will always feel weak

Customer Service

Top complaint from call in customers

Make sure that callers don’t have to repeat themselves. Someone who has explained a problem three times to three different people hangs up angry, whether or not the problem is solved. Most studies done in the last two years show that people want to deal with one person. Customer service systems that focus on providing that are always rated the highest.

Communication

Public presentation skills: PowerPoint Problems

The simple key to the effectiveness of a PowerPoint presentation is to make sure that you say exactly what is on the screen. If you read your prepared notes and say something different from what the audience is viewing, learning does not take place. It is important that you say it exactly as it is written. We recommend you decide how you are going to say something and then create the slide to match your speaking style. This can prevent the syndrome known as Death by PowerPoint.

Visual design

Web sites and brochures have a tendency to look busy in order to show they mean business. The problem is that clarity is lost. People may think it’s cool, but they don’t really know what you’re talking about. They won’t call you and say, “hey I don’t get it” they will just do business with someone who is clear!

Getting Great Results: Turning Talent Into Performance

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Getting Great Results: Turning Talent Into Performance

The definition of leadership

Someone following someone because he wants to, not because he has to.

Do you want to be right or effective?

Have you ever been so right that no one would talk to you? If you criticize others’ ideas, they will almost never use yours, no matter how good they are.

Effective leaders drop their judgments

Everybody knows something you don’t. “I disagree, but I am willing to listen.” Thinking you know everything is proof that you don’t.

Listening skills

You motivate people by listening to them; compassion and attention create dedication. When people feel heard and not judged, they will do more than just the minimum.

Managing difficult personality styles

A high percentage of employees with difficult behavior may be getting unintentional negative consequences for doing a good job. Don’t reward an effective employee with someone else’s work.

What great managers know

People don’t change that much. Look for the value they have now. Don’t manage for the miracle; just because you found one diamond in the rough does not mean you are a magic manager. Some people just suck!

Hiring for talent

Look for the naturally recurring patterns that are needed to do the job. Some people are very articulate and experienced and yet have no ability. If they ask you to further explain the question you just asked them in an interview, tell them it’s their interpretation that’s important. You will now find out who they really are.

You turn talent into performance by aligning goals with talents.

 

 

Top Leadership Keynote  – Getting Great Results: Turning Talent Into Performance