“That’s the way we’ve always done it!” Boy, if only I had a nickel for every time I’ve been told this when asked “Why do we do things this way?”
People, I have found are creatures of habit. We resist changes in our routine, our work, and our lifestyles. Some of us, though, resist change more than others. It seems that every work group has at least one person that all other team members have to tiptoe around, carefully avoiding their turf and diligently not upsetting their etched-in-stone routine procedures. These people resist change even if it’s a change for the better – one that will make their work more efficient or more productive or allow them to provide better customer service.
Now I’m not in favor of, nor am I advocating change just for the sake of change. Here are two very different approaches to the same situation.
Picture a new manager just hired to run an already successful business. He comes in to his new position and immediately enforces a new dress code, new reporting procedures, and new attendance rules. He even insists his staff provide him with weekly activity reports. The message the manager is sending is “Good thing I’ve come along to correct all of your mistakes and get this business on the right track!”
The formerly cheerful, congenial staff of this previously successful business is soon grumbling, moaning, and groaning about all the new regulations and procedures. Employee morale is at an all-time low and productivity has dropped significantly. The staff spends more time talking about their boss than they do talking to him. The manager, not understanding what the problem is, tightens the reins even more, micro-manages every business activity, and the problem worsens.
This situation reminds me of when my husband and I walk our golden retriever. I’ll admit he’s kind of goofy, (my dog, not my husband!), but it seems that the tighter I hold his leash to prevent him from walking into traffic, the harder he pulls in the opposite direction. The same often holds true when a leader tries to hold the reins super tight on staff.
Now picture a new manager who comes into the situation, but with an entirely different approach. This manager’s first order of business is to meet with the staff and praise them for their previous successes. He thanks them for their loyalty and asks team members for their support and assistance as he “learns the ropes” of the company. He makes no immediate changes in procedures until he can get a good feel for what works and what doesn’t. He deals with any employees who seem to resist his leadership by asking for their help or assigning them special projects to make them feel respected and valued.
These are two very different pictures, but you’d be surprised at how many times managers come in using the first approach and then wonder why their staff is resentful! See if you can implement this strategy in multiple areas of your life, work relationships, and business relationships.
To learn more Cajun wisdom to spice up your leadership, check out the full recipe in “Lead, Follow, or Get Me the Hot Sauce.”
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Jennifer Ledet, CSP, is a leadership consultant and professional speaker (with a hint of Cajun flavor) who equips leaders from the boardroom to the mailroom to improve employee engagement, teamwork, and communication. In her customized programs, leadership retreats, keynote presentations, and breakout sessions, she cuts through the BS and talks through the tough stuff to solve your people problems.
