In my last blog post, you already learned a bit about the emotional phases that both employees and leader go through leader a change process. Although the reasons for change are rationally understandable, purely factual and logical arguments are not enough to motivate employees to change their behavior and actively participate in shaping the change—or even to get them excited about it.
Instead of the expected commitment, managers and leader are confronted leader reluctant or disgruntled employees. It is often difficult to recognize the emotion characteristic of the respective phase behind the obvious behavior. Implementation phases are then often tough and protracted. It is not easy to understand why employees obviously do not want to participate despite rationally comprehensible measures.
As leader what options do you have leader recognizing the motivations behind your employees' behavior patterns and supporting them in developing a change-friendly attitude? How can you engage your employees and work together to shape transformation processes in a goal-oriented manner?
In order to appeal to your team not only on an intellectual level but also emotionally and to win them over to the tasks at hand, it is first important to learn more about their previous experiences with change processes and their corresponding inner attitudes. It is also important to explore their concerns and needs in view of the upcoming upheavals. This requires you, as leader , to take leader other person's perspective and understand exactly what is making your employees dissatisfied. What fears or experiences are causing these employees to cling to the current situation, perhaps even with unbridled energy? It means understanding what motivates your employees not to participate in the obviously necessary change.
This does not necessarily mean that you have to agree with everything, even though these terms are often used synonymously in everyday life. Or have you never said to your partner or colleague, "I just don't understand you"? You hear and understand the other person's arguments very well, you just don't share the same opinion or are simply preoccupied with yourself. When was the last time you took a genuine interest in the views and concerns of employees who are currently in the midst of the anger phase? It is precisely these angry employees who want to reach someone with their active or passive resistance. They do not expect you, as leader , to solve leader their problems – rather, they need someone who will listen to them with genuine interest and take their concerns seriously.
For you, this means entering the other person's world, signaling with genuine interestthat"I am interested in what you are saying" and "I would like to understand you better." Build a bridge by observing closely, listening attentively, and paying attention not only to rational arguments, but also to statements about feelings and inner barriers.
- How do your employees interpret the upcoming change project?
- What values are important to you?
- What specific obstacles do you see?
- And what are they particularly concerned about—is it their own area of responsibility, their workload, their work-life balance, their personal development, or the working atmosphere?
- How willing are people to actively help shape this change?
- What would need to change so that they no longer feel at the mercy of change?
- And what opportunities can they even imagine?
Make sure you have understood what has been said correctly by asking questions and summarizing, or ask for more details if you want to understand something better. Effective leader that showing a willingness to engage in dialogue and responding to their employees' concerns and sensitivities has nothing to do with "taking the soft approach." On the contrary, change is only possible because resistance is broken down. This is the only way to get an accurate picture of the origin and motives behind current reactions and behaviors. In the second step, you then tailor your communication individually. Have the courage to approach your employees and describe your observations. Accompany and support your team on the way to a change-friendly attitude and get their consent. This way, no one feels like a victim of circumstances, but rather an active shaper of the process.
The great thing about this is that, as leader , you leader see it as both a task and a gift. Not only will you grow immensely as a person by regularly making an effort to see things from a different perspective, but you will also gain the necessary trust. In this way, you will take yourself and your team a significant step forward in terms of implementation.
Your inner attitude as leader is crucial here: Do you really want to understand your counterpart?
