People are resistant to change. We, by nature, are wired to seek out safety and comfort. By remaining in our current states of existence, we are not required to exert effort and experience discomfort. According to The Principal’s Survival Guide, there are three types of employees, High-Mid-Low flyers. High-flyers will be less resistant to change if there is good reason and value. Mid-flyers may lean heavily one way or another. Low-flyers will seek comfort and resist change most likely.
Transparency
Leaders must be transparent, accept responsibility, and share leadership to promote change. These three strategies create comfort and ease followers toward new initiatives. Transparency shares the thought process behind the change. It relieves the anxieties that come with different practices for those who lack the power to guide decisions. Great leaders can’t pick and choose when to be transparent but must remain consistent in their message delivery.
Ownership
Leaders must take responsibility if mistakes are made in the decision process. Jocko Willink calls it “Extreme Ownership.” If things are not going well, do not point the finger. Look inward first and determine what measures can be taken to modify the outcome. Communication is a vital component in successful task completion. Deficiencies can often be corrected through communication adjustments. Followers will appreciate leaders who are not quick to pass blame and will accept change when this is lived out. It establishes trust and rapport.
Rapport
Rapport is created, and change becomes streamlined when shared leadership exists. Forming committees and accepting multiple viewpoints before implementing drastic change creates buy-in. Some decisions rest solely on the primary leader, but there are many cases where input should be received and openly considered. Giving others ownership of the decision-making process creates creativity that improves the work environment. The end goal is to create synergy and make the best decision possible.
