I hear so much noise about how “people fear change” and “people don’t want to change.”
I don’t think that’s true.
They just don’t want to be herded through YOUR change.
They don’t want you inflicting your change onto them.
The people you are trying to lead aren’t stupid.
When I hear resistance, I hear variations of the following:
- I don’t see what’s in this for me OR I see how this will hurt me.
- You have not provided enough time or support to guide me through this.
- I don’t feel like I can succeed with the way your change is structured.
- Your expectations for what this change is going to do for us are unrealistic.
- Your change is disconnected from the vision/values you claim to espouse.
I’ve witnessed individuals make dramatic changes very successfully.
Pivoting to new careers, building new skills, developing creative solutions, adapting to new environments and requirements.
They do these things often in spite of “leadership” and the systems in which they work.
Workers seem to be more adaptive and optimistic about the future than their leaders recognize. The conventional wisdom, of course, is that workers fear that technology will make their jobs obsolete. But our survey revealed that to be a misconception. A majority of the workers felt that advances such as automation and artificial intelligence would have a positive impact on their future. In fact, they felt that way about two-thirds of the forces. What concerned them most were the forces that might allow other workers—temporary, freelance, outsourced—to take their jobs.https://hbr.org/2019/05/your-workforce-is-more-adaptable-than-you-think
The authors of this Harvard Business Review article found that the lower-income and middle-skilled workers they surveyed had a more nuanced perspective of the forces changing the economy and the workplace, and their role in it, than their managers did.
What the workers are looking for is support and guidance to prepare for future employment. They are looking for environments where they can learn and grow. They understand the necessity of change and of learning.
The workplace offers opportunities to embed learning into the day-to-day.
This can be done through project selection and design, work assignments balancing the skill of the employee and the complexity of the task, incorporating regular performance and learning reflection opportunities at key milestones, and opportunities to discuss organizational strategy and share perspectives.
There’s no big, new systemic change involved here. It’s all things we are already doing (or trying to do). We work on projects. We perform tasks. We have performance reviews (either formally or informally). We discuss strategy and share perspectives (both horizontally and vertically).
The shift is in perspective.
Do you see the people you lead as people or as a “resource” to be “maximized?”
I suspect that if you see people as a “resource” – any talk of “how to make my employees more adaptable” is a waste of time.