Never assume that employees will be as excited about a new idea as you are. What’s more likely is that they will see obstacles before they see benefits. As a leader, you need to nurture acceptance as quickly and as painlessly as possible. In his book The Instant Manager, Cy Charney suggests the following.
- Demonstrate your own commitment to the change in meaningful ways. For example, show that you are investing resources in the new concept.
- Offer support and encouragement during the transition and indicate your willingness to accept some level of imperfection and mistakes throughout the process.
- Give as much relevant information as possible.
- Negotiate goals that can be used to evaluate an employee’s commitment to the change. These should be specific, measurable and realistic. Set a meeting to evaluate progress.
- Recognize the phases that most people experience during change: Denial, anger, acceptance, action. Make employees aware of these phases (indicating that their feelings are normal) and help them deal with them.