As leaders one of the hardest parts of our job will be implementing change. No one likes change. In fact, most people will resist change for the mere fact that its change. Theres little rhyme or reason and if asked why they don’t like change you’ll hear “Why fix it if it aint broke?” or maybe “this way has worked for years, why would we change it now?” So as leaders we need to find innovative ways to encourage, motivate, and influence our followers to accept and adapt to change. Because lets be honest, change is bound to happen, its just a matter of when you will get on board with it.
About 4 months ago, our department manager was promoted to another position & department all together. There was a period of time when we had an acting manager and then about a month ago, a new manager was hired. Im in the project management department, and as such we are taught to adapt, to create work arounds, and to manage through tough situations. After all that’s what is constantly going on within our projects. The ball is ever moving on the court. You need to be able to predict and react to the change, right? Well, what I have found is that when it comes to projects, our group handles change very well. Its almost if we plan for the unknown changes. But I can honestly say, the personnel changes that have taken place, within our department, over the past 4 months have been anything but easy. And I’d say we have a long way to go.
Our new department manager has a completely different personality that what the group has been used to. For example, our previous manager was very hands off and as long as we performed our jobs well he stayed out of our business. He remained engaged and would ask for updates but he rarely made you change you plan because he didn’t agree with your methods or approach. He was very final results driven. What our department is now finding, is that our new manager is very into the details and wants to know every little thing we are doing. His approach is much more invasive than what we have become accustom to. As you can imagine, the reaction from the group is on both ends of the spectrum. Some individuals are receptive and appreciate the extra support or help. Others within the group are very resistant and don’t like the “in the weeds” approach. Personally, im in the middle of the spectrum. While I appreciate his help and interest in my work, I feel like his management style can be overwhelming and his focus is on some of the lower hanging fruit items.
I think overtime the department is going to be fine. We just need time to adjust to the new management methods and styles. While we may not agree with some of his styles, he has proven to be successful in previous departments. I think what we need to focus on is he is here to help us and he is not trying to work against us or nit-pick our work.
It’s interesting how much effect the change of a leader can have on a team. I know that I prefer to work under a more results-driven leader than a task-oriented one. That’s not to say that I don’t appreciate help with the details, but I prefer being able to ask for help rather than having help shoved on me. I realize that the binary doesn’t actually exist and that we all operate on a spectrum, but if I had to choose one or the other, results-oriented is my preference.
From what you’ve shared, it sounds like there are members of the team who have fear and anxiety about the change in management styles. Gamble and Gamble (2013) note that “people may not have trust in those who are asking for the change and, as a result, may insist that the change is unnecessary” (p. 262). I think that your new department manager may want to consider reviewing Schein’s (1980) addition to Lewin’s 3-stage model. Specifically, the manager needs to disconfirm that the status quo is acceptable and he needs to create psychological safety for team members to reduce their anxiety, thereby reducing their resistance to change (as cited in Pennsylvania State University, 2018, Screen 4, para. 9).
Gamble & Gamble (2013) also tell us about understanding our follower’s individual follower style. They consider it in two dimensions: engagement and critical thinking. Everyone has a follower style, some prefer to be engaged and unquestioning, others will question everything and have low engagement, while an exemplary follower will challenge the leader in a constructive, engaged way (p. 48). I think your new department head may want to consider flexing his leadership style around those he’s getting resistance from to build trust and respect.
Personally, when I am engaging with our sales team, I coach out the adoption and usage of our Client Relationship Management (CRM) system, I begin every discussion by assuring them that I believe that they are competent salespeople and that their success reflects that. I then discuss why we are having a coaching session: non-compliance, growth opportunity, a new technique, etc.
No matter the cause, the coaching isn’t about them or their skills, it’s about their behavior, which is something they can control. It makes them feel safe, that I’m not attacking them. That I’m helping them be even better.
References
Gamble, T. K., & Gamble, M. W. (2013). Leading with communication: A practical approach to leadership communication. Thousand Oaks, CA: Sage.
Pennsylvania State University. (2018). Lesson 05: Learning and change in a global setting. In OLEAD410: Leadership in a global context. [Online Lesson Slides]. Retrieved from: https://psu.instructure.com/courses/1916378/modules/items/23640536