Build the case for change
Any time you try to initiate a major change in a large organization, chances are you will face some kind of resistance. It starts when you make the decision to streamline and build a more nimble, agile business that can react to change.
“You can make the case for why you can’t play in a certain area anymore, but there is still going to be resistance,” Rivers says. “Sometimes, those are pet projects or pet businesses that you’re trying to eliminate, things that people really want to hang on to. You can get some of the same issues when it comes to culture. There are things that are great, things that you want to keep, and there are certain aspects of the culture that you need to move on from. You have to be very stubborn in some cases, having patience but also really sending the message that this has to change. Sometimes the most painful moments are when you come to the realization that change has to occur.”
As the leader of the business, you can’t control how every person reacts to impending change. But you can build the case through constant and consistent communication that repeatedly states your reasons for change. From there, you need to listen to what your employees are saying, what their concerns are and what feedback they want to give.
You need to make yourself available across multiple communication avenues, and you need to open yourself up to tough, challenging questions from employees who might have dissenting opinions or concerns about their future — and be willing to answer those questions in a frank, straightforward manner.
“There are always ‘me’ questions,” Rivers says. “What does this change mean to me; what does it mean to my future role? With what has gone on with the economy, people are wondering if they’re going to have a job. They have concerns about their families and themselves. They’re looking for a level of confidence in the business strategy and the way we’re going to market, that it all makes sense.”
As with many other aspects of leadership, fielding challenging questions is a learned skill. It’s something you resolve to focus on.
“I personally like question-and-answer sessions where people ask tough questions that you have to answer,” Rivers says. “You don’t dodge any of them, regardless of how tough the questions are. Then you have to depend on your leadership team, which can continue to work with their teams and get them to understand the case for change. You have to go back and make the case again sometimes.
“You also have to be very involved in walking around. I go out in the field on sales ride-alongs a lot. If you have salespeople in the field, you need to get out and talk to them and listen to what they’re saying. The more you listen and respond to the things that are important to them, the more likely they are to trust you and buy in. If you don’t listen, they’re not going to listen back.”
Listening takes practice. It goes hand-in-hand with a willingness to absorb and candidly answer tough questions.
“You have to provide opportunities and set up situations where people feel comfortable providing feedback and giving information,” Rivers says. “You have to truly be committed to genuinely listening, and recognizing that you get more knowledge and information by sitting back and listening than by continually talking or trying to send messages. Some people have a natural gift for listening, but we frankly can all become better listeners. It just requires practice. You can also find someone in the company who is accountable, someone who is willing to be honest with you and tell you if you’re not listening enough.”
