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If you want to increase your chance of success when implementing changes among your immediate staff, try linking those changes to what’s important to your employees. In other words, don’t just focus on the benefits to the overall company. Instead, focus on the benefits to what your specific staff does. How? Start by asking these three questions:
1. What does my staff want to keep doing? Think about the things that employees find desirable when it comes to managing workloads, working with people, or working in your staff. You will find many things that employees see as positive; or at the very least, that employees do not want eliminated. Explain how the change will allow for the continuation of these desirables.
2. What does my staff want eliminated? This could involve undesirable tasks, dreaded workloads, or distasteful people interactions. Consider complaints about excessive meetings, unmanageable workloads, or uncooperative colleagues. Discuss ways the change will lead to the reduction or elimination of these items.
3. What does my staff want to start doing? Think about the times your employees have said, “I wish we could do that.” You will undoubtedly come up with several things they want to begin. These might involve something involving more time off, going someplace special, or handling an assignment in a certain way. Talk about how the change will lead to the start of something new.
The Way You Talk About Change Does Matter
Sure, if a change is coming, employees can either accept it or leave. But that kind of attitude does not garner high levels of commitment or performance; at least not in the long run. The better strategy is to introduce the change by letting employees know there is something in it for them (other than a job). Connecting the change to positive outcomes at the staff level is one way to do that. Start with these three ideas.
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