Implementing Change: How to Get Buy-In from Front-Line Staff

Change is inevitable.  Change is good. 

Even so, we as humans are programmed to resist change—regardless of whether it is perceived to be positive or negative.  Overcoming resistance and getting ‘buy-in’ from your staff is an essential component of successful change implementation.

As front-line workers, they hold the key that unlocks the door to efficiencies and positive outcomes.

Understand reasons for resistance to change

Resistance to change often stems from a fear of the unknown.  People are creatures of habit who take comfort in the safety of a predictable environment.  Furthermore, change can cause people to doubt their skills and lose self-confidence.  In the early stages of change the manager’s job is twofold:  1) to understand why your employees are resistant to change; and 2) to help them minimize their own resistance to a manageable level.  The latter can be done by ensuring that your staff have a detailed understanding of the change itself.

Overcome resistance by defining the change

It is important to define the change for your staff in as much detail as possible and as early as possible.  This can be communicated through informative posters positioned around the department, staff meetings and in-services, and one-on-one conversations.  Instead of simply telling your staff what will be changing, give some background as to why the change will be taking place.  Putting the change into the context of the big picture can help staff see beyond how the change will influence just themselves.  For particularly resistant staff, look for tangible experiences that will reinforce the need for change.  For example, a hospital food service worker could be assigned to complete patient meal satisfaction surveys.  Finally, give your staff an anchor by emphasizing what is not changing.  This gives them something familiar to hold onto and may lessen feelings of self-doubt.

Identify champions

Peer pressure is a powerful motivator.  Since it’s not reasonable to expect buy-in from all staff at once, start with those who have a disproportionate amount of influence in the department.  Don’t necessarily focus on the most upbeat and adaptable staff members—sometimes the “Negative Nelly” can be your best ally.  It’s easy to get the rest of the team to shape up if they see the most difficult employee engaged and motivated.

Recognize small wins

Once you have staff that are committed to the cause, shine a spotlight on their accomplishments—even the smallest ones. Making other staff aware of positive outcomes will help build support for change.

Encourage employee input

Change is not a quick process; it takes time and requires constant communication.  Communication is your best tool for success during a period of change—and beyond.  Employee input can be encouraged by regular meetings, staff outings, casual surveys, and by maintaining and emphasizing an open-door policy.  When staff provide input, make an effort to implement at least some of the suggestions.  Failing to do so can result in staff feeling as if they are not being heard.  This will deter them from voicing their concerns in the future.

Collaborate with staff on problem-solving

Problems are bound to arise with any type of change.  Empower your staff by encouraging them to engage in collaborative problem-solving.  When problems or suggestions crop up, organize all ideas in one central location that is visible to all staff.  Next, have your staff help prioritize the ideas.  In addition to increasing their responsibility, they may realize that some of their concerns are not as important as other issues on the table.  When it comes time to implement ideas, break larger initiatives into smaller tasks and give staff a chance to take action.  Finally, ensure regular follow-up to gauge the effectiveness of the changes.

Ultimately, the innate human tendency to resist change can be overcome with the right tools.  The challenges faced during a time of change often end up bringing the team closer together than they were before.  This translates to a more positive and productive work environment in the long run.