Getting Buy-In From Your Staff For Change

Gary Lentsch, CAFM^®
Fleet Manager
Eugene (Ore.) Water & Electric Board
Eugene, Ore.

Some say it's risky to change things that are working well. Others might say that continually raising the bar is the best thing that they ever did.

The reality is that addressing change is unquestionably what you have to do as a fleet professional to stay ahead of the curve.

However, while the majority of professional leaders today embrace change, their workforce often fears the negative outcomes resulting from change. That’s why in today’s fleet environment, you need consistent buy-in from your staff members.

Here are a couple of simple steps to help you get that buy-in:

• Take the time, in advance, to get yourself organized. When you’re ready, clearly communicate what is changing and why. Since communication quality is generally criticized by employees during a change, take the time to explain why this change matters to the organization or to your fleet operation.
• Be involved enough in the process to address your staff’s concerns as you move forward. Consider doing more one-on-ones with those individuals that may need more clarity on how it affects them. This will give the opportunity for them to embrace your intentions about the change.
• Understand that you will have some resistance. Don’t let the previous behavior of some employees slow you down. Displeased employees can change the minds of other employees who have accepted the change. Be aggressive in addressing instances where you see the resistance. If needed, find outside resources to help you through the resistance.
• Set some measurable milestones and if you need to, let them know that there is an accountable performance standard for working in your organization. By doing this, your staff will distinguish how their work is critical to the overall success of the change. Don’t be afraid to alter the course if you need to. Doing the right thing in mid-stream is a crucial step in getting forthcoming buy-in from your employees.