Are you encountering resistance in implementing a new vision
of customer service (or any other initiative requiring change)? If you are,
understanding and developing strategies to respond to the reasons below may
help you implement your vision.
The five reasons are:
- They (various groups of employees in your organization) don’t
give it a whole lot of importance or urgency.
- They don’t know what to do or how to do it.
- There is no pressure from higher management to do more.
- They feel secure in their job and see no need to do more.
- They have too many other things that are more important or
that they prefer to do.
Donald L. Kirkpatrick is famous in the training world for
originating the four levels of evaluations. In his book, Evaluating Training
Programs, he lists these five reasons why trainers don’t go beyond the typical
“smiley face” evaluations handed out at the end of a meeting or training
session. It occurred to me that these five reasons also apply to change
When it comes to implementing company-wide change, senior
management needs to talk the talk and walk the talk. They need to actively participate
in getting the word out by working from a well thought out internal
communications plan. That plan should communicate the urgency, and the benefits
of the change. Benefits should include direct benefits to each group of
employees, benefits to the organization, and benefits to customers.
Performance objectives, rewards, and recognition procedures
should be reviewed and realigned where necessary to support the new change.
Training should be provided and it should also include the benefits and
information about the change in performance objectives, rewards, and
Just as an experienced sales person tries to overcome
objections before the customer brings them up, you can anticipate the obstacles
to implementing change and attempt to eliminate them before they crop up.