What the heck? Why isn’t this working? You’ve done everything right. You’ve taken ownership of cultural and leadership issues that pre-date you. You’ve been transparent with your team on your own challenges, missteps, and failures. You’ve outlined and communicated a simple, but effective plan to turn things around. Now, here you are, six months into implementation, and nothing’s really different. In fact, your team still doesn’t think you’re doing anything that will matter. Why don’t your team members understand everything you’re trying to do to make their work experience better? Why are they so resistant to change?

Why don’t your team members understand everything you’re trying to do to make their work experience better?

Because they’re not you. They’ve not been included in all of your meetings and communiques. They’ve not been a part of the myriad of conversations you’ve had to uncover the core problems, dissect the issues, and learn from those directly impacted. They’ve heard of them randomly from you, but they don’t have your full understanding. As a result, because they’re not you, they don’t get it. And, if they don’t get it, they’re not going to support it. You need to connect the dots for them. And then do it again, and again, and again.

Because they’re not you, they don’t get it…You need to connect the dots for them. And then do it again, and again, and again.

So how do you connect the dots? You communicate your new initiatives in various ways – on repeat. Use in-person meetings, video messaging, email, small and large group settings, and graphics and visuals as appropriate. Then keep communicating.

• When you get an inkling they don’t understand your plan. Stop and clarify. Make the necessary connections to the issues you’re facing and the actions you’re taking.
• When you get an inkling they may be confused by various new initiatives coming their way. Stop and clarify. Explain the strategy behind each initiative and its role in the plan.
• When you sense they’re confused as to why something is now more important than what they’d been told six months ago. Stop and clarify. Help them understand the strategic value of the new priorities versus their prior tasks.

Because they’re not you, you need to connect the dots for them more often than you may feel is necessary. But remember, if they don’t get it, they won’t support you in getting it done.

Copyright MMXXV – Liz Weber, CMC, CSP – Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890

Liz Weber is an advisor to boards of directors, business owners, and C-Suite leaders. She’s a leadership, strategic and succession planning consultant, speaker, and author. She helps her clients focus on the right things at the right times to get the right impact. Learn more about Liz on LinkedIn!