There are not many weeks that go by that I do not get ask the following question.  “What do you do when your star team member refuses to utilize the new processes”? Or “Jeff we tried out the new processes you suggested in the last class and we couldn’t get our staff to do it.”  My first response is “And you are admitting this?” followed by “You didn’t say this to your boss did you?”  If you did lets take a look at what you just did.

1. You admitted to your boss that you do not posses enough leadership qualities and skill to get a subordinate to follow procedure.
2. You just told your staff that they, not you actually run the business.
3. You just placed your business and its level of profitability and success in the hands of that staff.  If it is an individual that refuses, then it is worse because a whole department’s staff may suffer because of one person’s stubbornness and closed mindedness.

But what if the one person or persons objecting to the new process or request is one of your star players or a person that has been with you for a long time?  Do you just cut them loose?   Maybe, but here are a few things to do and consider before making any decisions regarding this person or persons;

First talk to them about what they do not like about the new idea or change.  Most of the time when a person rejects change it is fear based. Fear of loss of income, stability, rank or future.  Sometimes by just talking with someone about these fears is enough to get them to change their mind. 

Second, show them all of the research you have done that supports your new idea.  Discuss with them how you came to the conclusion that change was needed and what it will mean to the dealership, the department, the individual employees, the customers and to them personally today and long term.  Ask them what they are basing their resistance on by simply asking “You resist this based on what?”  Request documentation and proof to back up their findings.  Do not accept “Because I know the customers won’t like it.” Or “I know it won’t work.” Based on what?  You did your research to formulate the new process or idea, shouldn’t they have do the same if they are rejecting it?

Third, explain to them and show them how your decision was reached not based on how it would affect certain individuals, but rather how it was reached based on the department or overall business needs.  Gently remind them that although you are responsible for making sure every individual is successful your greater responsibility is to insure that all of the people that make up the department are successful and they are your responsibility as well.  The department is not run based on any one employee’s individual needs.

Fourth, reassure them that you are committed to the new idea and you plan to follow through on it.  Let them know that if in a given time frame once the new process has been fully tested that if it does not accomplish what you originally thought it would or that the results aren’t exactly what you wanted that you will make the necessary adjustments when warranted.  You may even fully reverse your decision, but for now you are committed to move forward and you will be closely managing and watching over the new process to ensure its success and full implementation.

Finally, if after all of that they still are not convinced of your commitment or they make the threat “I would rather leave than do this” and they are a valued employee, never accept their offer on the spot, but rather tell them this instead “I was really hoping that I could convince you that this idea is not only the best thing to do but the right thing to do.  You have been with us a long time and your performance and dedication have never come in to question.  Frankly, I was counting on you to help me lead the charge with this project and show everyone how good we are.  I understand your feelings and I respect your courage in standing firm on what you believe to be right.  However, I must do what I feel is the best for everyone and I feel this change is necessary and I am committed to make it.  But before you make any decisions that may effect you for life I would rather you go home tonight and take the weekend to think this over.  Once you do then I feel you will see all of the benefits of this new process and you will be as committed as I am to it and we will all be better for it.  However, after doing that you still feel the way you do now, then I am afraid that I will be forced to accept your offer, I will get a check ready and we will part friends Monday morning.”

This set of guidelines almost always works in your favor. Great employees usually know they are in a great situation and rarely want to jeopardize it.  They may not initially be your biggest supporter in implementing the new process, but if you have done your homework and selected the right solution and it bares fruit it will strengthen the respect level your employees have for you and future ideas will be easier to sell.

This past summer I found myself in a similar situation.  Instead of one star employee rejecting a new process I wanted to install, five did.  I took my own advice and did what I suggested above.  Four stayed on and one left.  At the time I was devastated that the one star player left but I held my ground.  I am glad I did.  The four that stayed are not only delivering better results, thus improving their own situations, but the new person I brought on is also performing at a higher level then the person that left. 

It was a tough decision and one that I admit cost me more then a little sleep.  But when I made the decision to do what was best for the company and not what was best for just a few I also made the decision to do what I am paid to do.  Make tough decisions and lead.

Jeff Cowan is President of Jeff Cowan's PRO TALK®, Inc. a company that specializes in training Service Advisors through World Class Workshops, DVD Training Sets and In-Store On-the Drive Training.  He may be reached at 800-248-2931 or by email at Jeff@jcowansprotalk.com.

Copyright 2005 by Wm. Jeff Cowan.  All rights reserved.

Fixed Ops Magazine, December 2005