When Your Employee Won't Do What You Want (Because She Believes Her Way is Better).

On the surface, this may sound like reason number four (The Employee Thinks Your Way Will Not Work), but the two are not the same. In this instance, the employee doesn't necessarily believe that your way won't work; they just believe they know a way that will work even better, and that is the method she is using - regardless of established policy and procedure.

1) The first thing you need to do when dealing with this kind of resistance is to make sure that your way IS better than hers. If your way isn’t better, you need to scrap your idea and stick with hers until a better way is devised. Change for the sake of change is a waste of everyone's time.  Provide the employee with an opportunity to explain to you why she feels her way is better and listen with an open mind. Wait until she has finished before you start formulating a judgment about her method. Listening is critical to any successful communication.

2) If at the end of her presentation, you still see why your way is the better of the two, you will need to make a convincing presentation to her. If you can’t clearly demonstrate where your method has the advantage, you need to go back to the drawing board and further develop your method and/or explanation. Leaders and managers must be salespeople when it comes to the presentation of ideas. Most people will do things that are advantageous to them and avoid doing things that are not. Find the advantage(s) of your method and back them up with evidence.

3) If implementing your method is mandatory, be prepared to enforce compliance. If it is presented as optional, you have no right to be annoyed if the method isn't adopted by the employee. People tend to stick with what they know unless there is a clear incentive for change (i.e., more free time, greater profitability, continued employment).  If the way you want it done is truly the best way, then non-compliance by staff equates to sub-standard performance, and substandard job performance is not acceptable within DVC.

"I Know Better Than You"

One of the most frustrating things you will face as a manager of people is trying to lead those who think they know better than you do what is going to work and what isn't. This problem can be especially prevalent when working with employees who have been doing their job for a significant period of time; they believe they are "masters" of that job and doubt that you (who don't do the job on a daily basis) can possibly know what is effective and what isn't. Here are some thoughts on removing the "I know better than you" cricket from your employee's shoe (see first blog post).

1.  When you are trying to get employees to do things that are new to them, ask their opinion at the onset If your employee thinks your way isn't going to work, you want to know that early on so that you can deal with it quickly: and also to afford yourself the opportunity to readjust should they right. Remember - no manager is always right and no plan is foolproof. Meet with the employee(s) and together build a pros and cons list of the behavior/procedural change that you want to put into place. Talk it through as professionals. Don't be condescending.

2. The burden of responsibility for motivating your employees in times of change is on you as the manager. You have to be able to "sell" not "tell". What about your way will benefit the employee(s)? Everyone needs to know what's in it for them if you want more than lip service.

3.While you want employees on board, it is vital to remember that ultimately, you as the manager have the final say. Let employees know that they are expected to adopt the change and implement it to the best of their ability. Help them to understand the rewards that will follow a cooperative attitude and the negative consequences that result from an uncooperative one. Let them know that if they undertake the new procedure with a positive attitude and genuine effort, you are poised to accept the responsibility if the change doesn't achieve the desired result.