The fact that the majority of employees may be resistant to change must weigh heavy on any team leader's mind who is attempting to improve performance by implementing any type of change since resistance may greatly diminish the leader's own ability to successfully implement change even if they are personally convinced that implementing the change will increase productivity, reduce costs, improve competitiveness or overcome threats and obstacles.  Gone are the days of command and control organizations where a leader can implement change by decree.  Without the buy-in and enthusiastic support of the vast majority of the workforce, there will be huge obstacles that prevent eventual success in implementing change.  Perhaps this is the reason why studies show that success rates for changes in Fortune 1000 companies are less than 50% and even could be as low as 20% (Harvard Business Review, 1998, p. 140).

The logical question to ask then is what can a leader do about it?  Before a leader determines what to do, it would be helpful to understand why the resistance exists in the first place.  Our survey results offer important insights into why employees resist change.  Too often it is easy for managers to view their organizations as machines, which can be tinkered with and improved upon with the expectation that when you are done, they will be able to turn it back on and presto, it will go!  Rather, modern organizations are more like living organisms, with interconnected systems that are dependent on one another and affect one another.  Living organisms do not lay back and react passively to outside stimuli.  When pricked they flinch; when threatened the either turn and run or turn and fight.  Because organizations are made up of people, it is to be expected that they react this way. 

But leaders often forget what our survey points out; that people react with dysfunctional behavior in response to organizational change because their first preoccupation is not what is best for the organization as a whole, but how any change will first affect them.  One survey responded called this the "what's in it for me factor."  Many respondents of the survey characterized this initial reaction to change a fear; fear of the unknown, fear of a loss of power, fear of losing friends and colleagues; fear of losing a job; fear of not being able to perform a new role; fear of failure, etc.  So, leaders should not be surprised if individuals react negatively to change when they treat their organization as if it were a machine an not a living, breathing, feeling organism, made up of individuals who will naturally be most concerned abut how the change will affect them personally.     

Keeping this in mind, respondents to the survey offered many suggestions of how leaders can lead and influence their teams more effectively during times of change.  These ideas can be synthesized into a road map that should prove helpful for leaders to consider when organizing and implementing change.  The suggestions include: 

1. Build an environment of trust with the employees in order to create a workplace where employees are more open to ideas and more willing to discuss possibilities and problems associated with change.  To do this, respondents mentioned the need to be open to ideas, to listen, to provide a safe environment where people are free to express their opinions without fear of retribution, etc.

2. Link the change effort to a common team value in order to help employees feel they can relate to the change effort at a personal level. This increases the desire and motivation to change.

3. Articulate and communicate a clear message about why the change effort is needed and will help the team. Don't rely on facts and figures alone to support the reasons for change.  Facts and figures don't inspire and motivate people to action.  Linking to values and aspirations does.  Respondents to the survey emphasized that this communication cannot be seen as a one time event.  Rather, it should be constant throughout the effort and it must reach out to all members of the organization on as frequent and personable a level as possible. They also point out that this communication must be honest and complete.  One respondent mentioned that there is reluctance to without bad news.  However, more damage is done if bad news is discovered through the "grapevine" than if it is communicated open and honestly by leaders.     

4. Establish a vision with the employees regarding the possible advantages of making the change in order to help the team define for themselves where the change will take them.  Almost all respondents to the survey emphasized that employees must see the benefits of the change.  They must understand that the change will have positive impact on them personally. 

5.  By far, the most common suggestion by survey respondents regarding how to improve the effectiveness of a change effort related to involving team members in the change.  A leader must collaborate with team members so that employees are involved with and buy into the changes and not perceive the whole exercise as something that is being done to them without their consent.   

6. Establish and celebrate wins along the way. The leader should actively orchestrate wins and celebrations so employees can see that the change effort is important and see that changes in behavior will lead to positive outcomes.

7. The leader must manage performance around the change. This includes coaching those who need support with the change, disciplining or removing those who continually resist the change or have decided to fight against it, rewarding positive changes, hiring employees who have the new capabilities needed in the change effort, etc...

8. Constantly monitor the process and the results to ensure that the change effort is on track.