Introducing Ideas Your Employees Hate

We’ve all faced it with employees, colleagues, our friends, or kids — solving a problem or introducing a new idea people hate, or there resist.

In the workplace managers often take an unpopular stand on certain issues or policies. Predictably, some of those impacted will not endorse it; a few may outright oppose it. How do you bring people to your way of thinking and more importantly, to agree to follow and not sabotage?

1. Never assume first reactions are final. For many people, change is difficult, so their first impulse is to resist, hold on to the old (even if it’s not working or dangerous). Listen to concerns, correct misconceptions. Give the group time to absorb.
2. Get buy-in. If you only agree there is a need or problem, you have made a major step in the right direction. “Let’s see where we agree and then discuss where we’re apart.”
3. Anger rarely motivates. When trying to persuade others to come into your camp, outward or seething anger does nothing but distract from the point at hand.
4. “We” and “Our.” Use inclusive pronouns to help constituents feel a part of the process, rather than dictate. “We are going to get through this together.” “Our decision to take this to the next level…”
5. Over communicate. Solicit ideas and feedback. Give plenty of details not only about what is to happen but how. Even if the listeners are not directly involved, it is better they know than rely on the rumor mill. Broad and deep communication leaves little room for negativity, innuendo, or misunderstanding. Use a variety of communication tools — oral, written — e-mails, paper, and visuals. Have regular updates and air hurdles or opposition openly. No one should be able to say, “I didn’t know.”
6. Open mind, open heart. Enter this process with the idea that collaboration (win/win) and compromise (you win some, I win some) will have the best results. This requires an ability to think from the perspective of users and those who will be impacted. It also must stand the ethical and humane test. Don’t be one of those people whose idea is functionally perfect and people-wise cruel.
7. Address Naysayers. One of the easiest ways to get people on your side is for them to hear the opposition, particularly if the opposer’s point seems self-serving or half-baked. Most people want room for dissent but rarely see the need to use it.
8. Set an implementation date. Impacted people want closure, so let them know when things will take place — within 90 days seems to give everyone the time to adjust but not enough time to ruminate. If the decision needs more rollout time, set time frames in stages. Does it need to be immediate? Sell the opportunity or urgency of the matter and give people the room on the other side to adjust.
9. Reward supporters. This can be touchy but has long-term upsides. Employees need to know and see that loyalty, cooperation, and even just plain compliance have a place in the workplace. Rather than punish the opposition, reward those who ultimately supported the move. This could be a place at the table, acknowledgement of their contribution, or a personal thank you from you.
10. Enthusiasm for an idea can be contagious. Don’t be afraid to show it, often. Be mindful, too much energy may make the decision appear self-serving or political and result in a backlash.

As managers and leaders, we all must make decisions and make moves that are not popular. The ability to bring staff around when introducing a new idea takes skill, steps, and time.

For an addition perspective on this topic read Michael Michalowicz’s article “How to Rally Employees Around an Idea They Hate.”

Also, one of my favorite texts, Marshall Goldsmith’s “What Got you Here Won’t Get you There” gives managers insight into the behaviors they demonstrate that makes presenting new ideas and coming to resolution all the more difficult.