Motivating Those Resistant to Change

Stepping into the role as an administrator, I plan to use a variety of leadership strategies to motivate and inspire the staff to be accepting of change. Before making any major changes, I think it is important to establish a positive and trusting relationship with the staff. If the staff are confidant with my leadership skills then it will be more likely that they will be supportive with the change process (Robbins & Judge, 2012). More importantly, I think establishing open and honest communication about the reality of the situation, causes for change (data), and future goals can help build support and a commitment to change. Kotter (2012) also emphasizes this importance and takes it a step further by communicating the vision or common understanding of the organizations goals and direction. I would make sure to follow Kotter’s change model because the leadership strategies offered has the potential to positively impact the attitudes of others to create transformational change (Kotter, 2012). More specifically, if there are individuals that consistently resist the movement for change; I would work with each individually to have honest conversations about their opinions and feelings. By giving an opportunity to be heard and validating their opinions, there is a better chance the “resistor” could be swayed in a more positive direction. I have also seen success in finding key staff on campus, well respected by colleagues, to help promote the benefits of change. By enlisting help from key staff, there is a potential to impact the opinions and attitudes of those resistant to the change vision (Kotter, 2012). Overall, as a leader, I want to address the fears and anxiety of those that are resistant to change. I think by being honest and open and having these direct conversations can help alleviate the negativity and resistance to change. Judge, T. and Robbins, S. (2012) Essentials of Organizational Behavior. Upper Saddle River, New Jersey: Prentice Hall. Kotter, J.P. (2012). Leading change. Boston, MA: Harvard Business Review Press.