Success impulse against resistance: Are your people resistant?
Whenever you want to change something, there is resistance: Many people show themselves to be resistant to change. But how can resistance be overcome? A new success impulse shows ways.
You can twist and turn it however you want: Every change - which really changes something essential - causes resistance. Or let's say it the other way around: If you don't cause any resistance through the change you are aiming for, it is probably not a real change (but at best a small adjustment).
Some brake, others step on the gas
Every strategy implementation requires change, just as significant changes in processes and also work on the corporate or team culture. In other words, if you want to move forward, you need change, so you will create resistance. The problem: If too many people don't buy into the transformation you're trying to achieve, it's like standing on the brakes while you and others simultaneously step on the gas. The result is smoke, fire, and a breakdown in acceleration. So the question is: how can you release the brakes?
Levers to overcome resistance
The topic is actually extremely relevant, and that's why I'm asked by leaders all the time, "How can I overcome the resistance of my people?" There are many facets to this. Here are what I consider to be the three most important levers for overcoming resistance and driving change faster:
- The "head cinema" of your people. Only a few people resist out of principle. For most, it is a reaction out of fear, insecurity or bad experiences. The better you know the stories (the "head cinema") that the "resisters" associate with change, the better you can respond to them and reduce resistance. Many are immediately fully on board as soon as they feel that someone is finally really listening to them.
- Clear why and where. It's a familiar theme: If you and your people don't know why they should change something and where the changes will lead, you will resist or delay activities. Therefore: clarify the why and the target direction. Important: these basics must be relevant and easy to understand for those who are to drive the change. EBIT and sales, for example, are often "much too far away" from daily life.
- Concrete successes. When change takes too long and doesn't show quick results, we often run out of steam. You know this yourself from efforts to get fit or change eating habits. Therefore: Always ensure quick successes, even if they are small. Momentum often breaks through resistance.
If you apply these three points consistently, you will be able to implement changes more quickly and implement strategies faster. Good luck with this!
To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch
