Posted By: Cheryl Rodgers

If you are not seeing resistance to the transformation, you are not looking hard enough.

Any effort that deliberately disrupts the organization across many levels will find that is has some degree of resistance.Resistance to the disruption is natural and must be planned for.Your goal is not to make every employee happy about the change – some have created comfortable niches for themselves in the current state and will not be happy at all.Your job is to make them aware that the transformation will occur, help them understand what the transformation entails and what their role is, and get them to adopt the future state organization.

If employees do not understand what the transformation means for them, they will be resistant – fear of the unknown.The first order of business for addressing resistance, therefore, is an educational effort of what the transformation does and does not include and what changes will be made within that scope.As discussed earlier in Transformation Vision, the communications must address all levels of the organization in order to be effective.When the leadership team feels that they have delivered the information about what the transformation is and why it is occurring so many times that the employees must be tired of hearing about it, they have made a good start in the effort.

Don't just push information out to the business; also poll them to see what they are hearing you say.It is often a surprise to a leadership team to learn that after weeks of talking about the transformation numerous times, many team members are still unclear about what the transformation is, much less how it impacts them individually.In addition to both talking and listening, leaders should take opportunities to model the new behaviors whenever possible."Walking the talk" is a critical enabling function of the change efforts.Even after employees have accepted that the transformation is going to happen and have an understanding of what it is and how they are impacted, leadership must guide them into the future state.Moreover, if your team members see you describing one set of behaviors for the new organization, but acting with a different set of behaviors, they will be, at best, cynical of your intent with the transformation