Whose Business is it Anyway?

Published: 14 Jul, 2011

Do you feel you are 'up against a brick wall' when you try to implement change or inject fresh ideas into your garden retail business? Remedies to prevent resistence to change

How often do you hear the cry “we’ve never done it like that before” from your staff?

On so many occasions we have come across small business owners who are nervous about introducing change for fear of upsetting their sector managers and staff

Faced with ongoing loss of sales and profits, they agree change is necessary but allow themselves to be beaten into submission rather than upset staff. They know their suggestions will feed an atmosphere of bitchy gossip and scowling faces – not the kind of environment you would want customers to enter.

Why is it the natural instinct of your most loyal long serving staff to resist doing things differently?

We all fear being moved from out of our comfort zones by a new challenge. Many of us think it’s too hard and we won’t be able to implement or manage the new ways. Mostly it’s because we don’t understand the benefits the changes will make to the business, to customers and most importantly to us. “The boss never tells us why” is a common comment.

What’s the remedy for the “Tail Wagging the Dog” syndrome?

It is often said that your people are your most valuable asset.  This is very true and it is frustrating when energy is not focussed in the right direction.

Communication is the key to developing a culture of acceptance and open-mindedness in any organisation.

What structure can you put in place to get everyone working towards the vision and goals you have in your mind for your business?
 

1. Develop a Business Plan and Strategy.
   If you have a comprehensive plan with a clearly defined strategy there is a reference point to work to.  There is more chance of staff accepting the plan if they are involved in the planning process.  This doesn’t mean you accept their views, but if they are involved they can at least be acquainted with alternatives and facts.
    
2. Once the plan is finalised it must be shared with the staff.  It must be clearly presented so they buy in to it.  This is best done on an occasion especially set for the purpose when everyone can gather together. 
    
3. Lead by example.  Ensure all the aspects of the plan that you as owner are responsible for are carried out.  In addition you must do what you expect staff to do.
    
4. Give staff the resources and training to carry out the plan.   If you don’t do this they will lose interest or the changes you want to happen, won’t and there will be no improvement.
    
5. Give new ideas and concepts a fair go.  New ideas need to be planned, implemented totally and thoroughly and kept in place long enough to fully test them.  Sometimes this may take months.  All too often we have seen good ideas fail because of half hearted implementation and insufficient time.
    
6. It is imperative to report progress to staff.  If you can demonstrate results to show a new idea is working, staff are more likely to embrace change.  Staff need to know the results of their efforts and their efforts must be acknowledged.
    
7. A useful tool to get staff motivated and moving in the direction you want is to have clearly defined job descriptions.  These will of course be linked to your Business Plan.
    
8. Be firm in your resolve – after-all, whose business is it anyway?

Our People Management Manual provides a step by step guide to managing a motivated work force successfully and includes job description and staff review templates.

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