Bruce, a sharp and curious guy, started a new job on a large project already in progress at BiggieCorp. As an experienced developer, he was overflowing with ideas about how the project team could do more, faster, better, and cheaper. (Bruce was a master of adverbs!)
Undeterred by his lack of familiarity with the team, the project, and the company—as well as his eagerness to demonstrate his worth to his team-mates—he downloaded his ideas by the barrel, which is to say, he foisted his ideas on them. His teammates (no spoiler alert needed here) rejected the ideas, one by one by one.
Bruce’s frustration was palpable as he told me what he thought of the team. They’re averse to change, he vented. They want to keep doing things the same old way. They’re afraid of trying anything new. They don’t realize all the opportunities they’re missing. They…they…they...
The problem, as Bruce saw it, was entirely theirs. Even after the project was implemented— successfully, by the way—Bruce continued to grouse about what might have been, if only they…
It’s impossible to know if the team would have been more receptive to Bruce’s ideas if he had presented them differently, but it was clear from his venting that the way he tried to “get them to change” was destined to fail. And such failures are common: people attempt to introduce change to their team, their customers, their management, or others; find their ideas rejected; and see those who (in their eyes) refuse to accept these ideas as the problem. They…they…they…
What might Bruce have done differently—and what can others do—to increase the odds of potentially valuable ideas being seriously considered by those they serve, support, and work with?
Learn about the context and build trust.
As a new member of the team, it would have been to Bruce’s advantage to hold back, listen, observe, and become familiar with how the team functioned. His eagerness to help, genuine though it was, led him to spout idea after idea before he had gained the trust of the other team members. Besides, in not knowing what had worked and what hadn’t in previous projects—or thus far in this project—he was spouting ideas out of context.
It’s rarely a waste of time to learn about the history of a team’s efforts, both in previous projects and in the current project to date. By learning more about the team’s experiences, Bruce would have been in a better position to promote his ideas.
Arrange one-on-ones with key team members.
Bruce introduced his ideas in meetings where the entire team was present. In such a setting, his ideas were shot down with almost no time devoted to discussion or analysis. He couldn’t counter the views of the various team members because the setting didn’t give him a chance to learn what those views were. This is a key issue in introducing change: it’s difficult to persuade a group, especially if some of its members have mindsets already predisposed to dislike the ideas.
By holding one-on-ones, he could have gotten to know the team members better and gained insight into their fears and concerns about the project, as well as their hopes and wishes. With this knowledge, he could have tailored his case to each such individual and been better prepared to counter their objections.
Communicate with care.
There was more than a hint of arrogance in the way Bruce described his ideas for improving the project and how the team rejected those ideas. I didn’t witness his efforts at persuading the team, but if they sensed the same arrogance I did, it wouldn’t be surprising that they overruled his ideas. People will be inclined to reject the best ideas if they don’t like the tone or attitude of the person presenting them.