Entrepreneurship &Nbsp; How To Make Employees "Die Hard".

For executives, there must be pressure for performance. Facing external competition, they always think about all kinds of solutions.

Are employees really reluctant to change? Is it really difficult for employees to accept change?

Get rid of prejudices

Hint: resistance to change is a natural reaction and a necessary process.

According to statistics from the American consulting company of price management, only 20% of employees are fully supportive of change at the very beginning, 50% of them are neutral, and the other 30% are very resistant to change.

In fact, resistance to change is a natural reaction and an inevitable process.

Not everyone can immediately accept the change wholeheartedly, employees need time adjustment, and more communication and assistance from supervisors.

As a business knows, when customers have objections, they should not think customers are wrong, but always sell their ideas strongly, and understand the reasons behind their objections.

If you can't solve the customer's problem, even if the product is good, it can't continue to sell.

Dissolving employees' resistance psychology

Tip: supervisors should not regard employee resistance as a hindrance.

In the face of employees' resistance, supervisors should not constantly emphasize the necessity of change. Instead, they should face up to the reactions of employees, understand the reasons behind them and defuse their resistance.

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Employee resistance indicates that you may not be able to do something well, for example, without making it clear, giving employees doubts or providing insufficient assistance to employees who don't know what to do.

Defining rights and obligations of one another

Tip: employees are not opposed to change, but care about their personal impact.

Employees do not want to change, but rather care what kind of influence they will get.

As Paul, Professor of management at Lausanne School of management, Switzerland.

Stree Bell said that there is an established "personal contract" between organizations and individuals to define each other's rights and obligations.

But change may destroy the original commitment.

Maybe it is just a slight adjustment of the work content of employees, but for employees, he is bound to think about whether his rights have been affected.

Whether he has done much more than before, but has not received the corresponding remuneration, or he has to shoulder more responsibilities, but his authority has not been increased correspondingly.

Why do employees refuse to change?

Tip: the supervisor just saw the problem and felt the need for change, but he didn't think how to do it.

What is the reason for employees' resistance to change in the face of change? According to Rick, author of why you do not accept my idea.

In Morel's research, employees' resistance psychology can be divided into 4 different levels.

Level 1, information is not clear.

For new decisions, employees are often only informed of the results of decisions, but do not know the process of decision making.

They do not know why they change, and they do not know what the benefits of such a change are.

Level two, the situation is not known.

Employees do not know how to change.

Many times, the supervisor just saw the problem and felt the need for change, but he didn't think of how to do it.

Of course, you can fully communicate with employees before deciding the exact way.

But if you don't have a clear idea, how do you discuss it with your subordinates?

Level three, uneasy state of mind.

"For many people, the most common negative reaction to change is the loss of control."

Dade.

Jake said.

Sometimes change means that employees must give up everything they already know and accept unfamiliar new fields. It is impossible for him to take control of them.

When you ask your employees to pfer jobs or departments, you may want him to get comprehensive experience.

But for employees, they must learn again and do not know what they will do in the future.

As a supervisor, if you do not consider the worries of your employees, it is likely that your own good will become an unreasonable requirement in the eyes of employees.

Level Four, psychological distrust.

Because too many bad experiences in the past make employees do not believe that changes will bring any good results, or that changes are only for the benefit of the organization, and no benefits for employees.

When you understand the reasons for employees' distrust, they remind themselves that similar situations should be avoided in the process.

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Resolve the fair demand for resistance

Hint: not to pacify emotions, but to resolve doubts.

In the face of employee resistance, do not want to take a conciliatory attitude, so that the essence of the problem is fundamentally misunderstood.

In fact, what employees need is not pacifying but resolving their doubts.

The information asymmetry between supervisor and employee is often asymmetric. Many information or facts are only known by executives, but employees do not know anything about them.

This will make employees feel unfair and even challenge the change itself.

According to the study of psychologists over the years, people care more about the outcome process than the results themselves.

This stems from the basic needs of human nature. People always want to be treated as independent individuals, hoping others can respect their thoughts and feelings.

Therefore, the fairness of the process is very important.

According to Jin Cheng and Rui, a professor at the European School of management.

For many years, the results of the study have reached two points: first, explain clearly to employees.

As mentioned earlier, employees must know why and why they need to be changed. Maybe you really explain why, but are you really pparent? If employees can not know the information, how do they ask him to accept change? Two, listen to employees' voices.

In the process of decision-making, do you have the opportunity to make your employees express their opinions? Many times, the employees do not think so that the manager thinks that it is necessary to change things. The supervisor thinks that changes will bring good results, but employees think that change will only bring negative results.

Different roles will produce different cognition.

Whether or not the final result is based on your thoughts, employees' thoughts, or new ways of finding new ones, this is not the most important thing. The key is that the employees' opinions are heard and discussed.

Professor Kim Cheng cautioned, "the process of fairness is not a consensus, or a compromise to meet everyone's needs."

The process of fairness emphasizes that every opinion has the opportunity to express itself.

Resolving specific targets of resistance

Tip: don't talk about values, but communicate specific facts.

Slogans, values and vision are not important. What employees really want to know is what exactly they should do.

"People must know the specific goals of change, not the unreachable concept."

Gary, vice president of GM's public relations department.

Gray Tes said.

When you want to communicate the results of change, do not tell your employees that you want to be the first brand in the market, but specifically specify the specific sales target for the next month.

In addition to clearly expressing your expectations of change, you should also explain the specific actions.

You may think that compared with other competitors, your department's employees are not actively developing new customers, so you tell employees: you should have an active attitude and add more new customers.

But such a statement is hard to resonate. You have to let employees know what they are not doing well, what parts of their competitors do well, and what adjustments should your employees make?

Harvard Business School professor Howard.

Steven said: "if employees do not understand the rules of the game, there will be no real action."

Predictability is a very important factor in management. Especially in the face of any change, it is necessary to minimize uncertainty in the process so as to increase employee acceptance of change.

Defusing the existing facts of resistance

Hint: do not deliberately hide, to really illustrate possible difficulties.

Supervisors usually see only the best side but ignore the difficulties or obstacles that may arise in the process.

Don't forget that employees are the ones who really carry out changes, and they have firsthand experience of the whole process.

Employees understand that in fact, the process is not as smooth and easy as the supervisor said.

In order for employees to accept your ideas, deliberately ignoring the negative information will only backfire.

Only by trusting the facts can we gain the trust of our employees.

Besides, you explain the difficulties, which means that you really understand that the employees must make great efforts to achieve their goals, which makes the employees feel that you are on the side with him.

Dissolving the power effect of resistance

Tip: don't just worry about the staff's ideas, but influence employees.

The most important thing to do as a supervisor is to use his power to influence others.

This is not to say that you should use your authority to force your employees to accept your orders.

Instead, the supervisor has the final decision-making power to decide what to do and what to do.

Sometimes, employees need someone to push him forward. He thinks he can't do it or can't do it well, but in fact, the employee has the ability or potential.

However, if you do not try, you will never know.

The staff thought it was very difficult to learn new work ability, or he thought he had no interest in the work, nor did he think he had the ability, but this may be just what he thought.

Employees' personal thoughts need to be considered, but the consequences of excessive care may hurt their employees.

You should still ask him to accept the assigned work, but very important, you must provide the necessary assistance and try to help him solve the difficulties in the process.

A supervisor should not be worried about his disagreement with his employees. Many times you have to ask for it, rather than let the staff decide for themselves.

The key to success is not to change itself, but to employees.

Employees' resistance is not irresistible -- do you use the right method to solve the problem as a supervisor?