Managing rebellious employees, Solutions! Online Exclusives, January 2005, Vol. 88(1)
Surveys of executives reveal that many companies fall short of their profit objectives due to "people problems." Research for my Absolutely Fabulous Organizational Change™ book found these "people problems" fall into two categories: rebellion and resistance.
Rebellion is akin to teenagers defying authority figures-for instance, rebelling against leaders who institute change.
Resistance includes employees flinging roadblocks in the way of the organizational change. Examples include employees slowing down their work pace, badmouthing the change behind the leaders’ backs, making spiteful comments about the leaders, and slashing productivity.
Like a lover or spouse walked out
One of my prouder moments in the media spotlight occurred when I appeared on business television shows-and also was quoted in national magazines-concerning employees’ emotional reactions to organizational change. I had just delivered a speech on the topic at a national convention. At the press conference after my speech, reporters snapped to attention and later quoted me when I said the following: "The major emotional reaction of employees during organizational change is that they feel like their spouse or lover just walked out on them!"
Why did my statement attract media attention? Because it summarized the emotionally charged sting of betrayal everyone has felt for various reasons. Employees who have trouble handling change often feel betrayed. They get used to everything at work being done in a certain way; but if a company (or spouse, or lover) suddenly changes behavior, the person feels a huge sense of loss, distrust, and betrayal.
Seven methods for handling resistance
My research on executives who lead highly profitable organizational change uncovered the
seven most useful ways to handle resistant employees. They are:
- communicate reasons for change
- terminate resistant employees
- involve employees in decision-making
- provide incentive pay
- insist employees achieve quantified objectives within deadlines
- foster teamwork that creates peer pressure to "get with the program"
- celebrate successes to help employees feel proud and emotionally "bonded"
Another bottom line concern: Employees who worked productively before the organizational change may be unproductive after the change is implemented. I call them "old-style" and "new-style" employees. I find the following vital differences:
Old-style employee: |
New-style employee: |
Works in one department |
Interdepartmental |
Solo work |
Teamwork |
Likes receiving direction |
Likes independence |
Prefers to be told what to do |
Prefers shared leadership |
Focus: Seniority and experience |
Focus: Updating and expanding skills |
For example, at Excell Global Services, vice president Lori Ulichnie used four methods to transform old-style employees into the new-style employees needed to implement Excell’s highly profitable organizational changes. The four methods Excell used were:
- Incentive pay
- Thrill of employees receiving executives’ attention
- Clear business strategy
"Communicate 500 times"-continually repeating Excell’s strategy to employees.
Shoot the dissenters
Another way to handle resistant employees was colorfully stated when I delivered a presentation at a company’s management retreat. At one point during my presentation, an executive stood and dramatically announced: "As our organization undergoes major organizational changes, we always seek to cure the wounded. But, we will shoot the dissenters!"
Every manager in my workshop remained silent for a few moments. Then, they all burst out laughing. The reason? They recognized the wisdom of what they heard. Some rebellious and resistant employees simply need to be de-employed. After all, a company’s purpose is to prosper-not to run a counseling center for rebellious employees.
Hire the best
Importantly, a fantastic way to avoid employee problems in times of change is to not hire employees who could become problem employees! As I always ask in my workshops and speeches, "What’s the fastest, cheapest and easiest way to have productive and dependable employees?" The answer: "Hire people who are productive and dependable human beings!" Superior hiring methods include evaluating applicants using customized tests.
About the author:
Michael Mercer, Ph.D., is a consultant and speaker, and founder of The Mercer Group, Inc. in Barrington, Illinois. Companies use Dr. Mercer’s "Abilities & Behavior Forecaster™ Test" to predict which job applicants will turn into profitable, productive employees. He delivers speeches and seminars at conferences and corporations. Dr. Mercer has written five books, including Hire the Best-& Avoid the Rest, Absolutely Fabulous Organizational Change, and Turning Your Human Resources Department into a Profit Center. You can subscribe to his free e-Newsletter at www.DrMercer.com or contact him (847) 382-0690.