Most people are resistant to change, but experience shows few will be immovably resistant. For most resistance to change comes down to reasons such as fear and uncertainty, lack of conviction about the need for change, a clash between the proposed change and broader organisational culture, and a range of factors that can be broadly summarised as poor change management.
Within the poor change management category are things such as leadership arrogance or unfairness, feelings of being excluded, lack of information and uncertainty concerning the ability to cope with the change.
In a keynote address to Australia’s National Franchise Convention, Greg Nathan, Founder of the Franchise Relationships Institute, spoke about the change compression today that’s creating so much angst for franchisors and franchisees.
“While we used to see franchise networks undergoing significant systemic change every 5 to 7 years, it’s now every 9 months”, he observed. “And these changes are increasingly overlapping. Little wonder we’re so stressed and tired.”
Understanding the impact of change
It is helpful to reflect upon the potential psychological impact of change. Here are the Franchise Relationship Institute's suggestions:
- Fairness: Can you logically demonstrate to franchisees that the change is fair and reasonable, and is not biased in favour of one party over another?
- Respect: How will you ensure franchisees feel their experience and status as strategic partners is respected and valued?
- Acknowledgement: Have you named the main concerns of franchisees, so they feel their issues are understood?
- Non-defensiveness: Has your management team embraced a growth mindset that enables them to genuinely stay open to franchisee feedback, and admit to mistakes?
- Connection: Have you identified shared interests with franchisees, and articulated these to maintain a sense of unity and purpose? (Hint: These should include looking after customers, protecting the brand and staying ahead of competitors).
- Helpfulness: Once they are onboard, have you developed the practical support, guidance and training that will enable franchisees to successfully implement the initiative?
- Involvement: Have you created opportunities for franchisees to contribute and feel part of the process, so they have a sense of autonomy, ownership and control?
- Stakeholders: Have you identified and sought the input of sub-groups who will be affected for better or worse by the initiative, or can help it succeed?
- Evidence: Have you pilot-tested and collected data on the success of the initiative, and are you able to explain the personal and business benefits to franchisees?
(This material was summarised from information on change management provided by Greg Nathan, Franchise Relationships Institute, and Norton Rose Fullbright.)