•
Team meetings
•
Request ‘higher-up’s’ to attend meeting
•
Communicate your understanding of their issues
to them to demonstrate you know how they feel
•
Be empathetic to their concerns
•
Utilize a variety of methods to facilitate an
understanding of concerns/comments/suggestions
•
Go for a coffee offsite
•
Hold one-on one or group meeting to discuss
objections
•
Show compassion when understanding the basis
for resistance
•
Outline available alternatives/solutions to
address concerns/objections
•
Ask open ended questions
•
If you cannot answer a question, find out the
answer and get back to employees
•
Use immediate supervisor to connect with staff
•
Send out a survey
•
Send targeted emails
•
Unearth the silent resistance
•
Take time to listen to the silent person in a
safe environment
•
Follow up a formal meeting with an informal
conversation
•
Address objections when they come up
•
Use a private space for conversations
•
Empathize with employee
•
Talk about it at Shop Talk Meetings
•
Address rumors right away
•
The Directors/Commissioners should communicate
the business change, immediately followed by smaller, individual group sessions
to reduce time for rumors and misinformation to spread
•
Come with an open mind – don’t think that what
you are doing or the way you are doing is always right
•
Respect people’s ideas, contributions and ideas
•
Communicate the outlet for your staff to raise
concerns – give them a productive place to go
•
Provide anonymous way for staff to provide input,
raise concerns (i.e. survey or Q&A box)
•
Promote an open door policy and stick to it
•
Conduct a town hall
•
Conduct a “word on the street” meeting for
staff to share what’s going on, with a representative from leadership to
address or escalate issues discussed at meeting
•
Conduct a focus group or forum for front-line
staff
•
Work with the Two-Way committee to support
communication about the change
•
Walk the floor and engage with staff
•
Ask for feedback with a timeline attached to
receive response and actually respond
•
Include what the feedback you heard was in your
response
•
Build time in for questions when communicating
about a change face to face
•
Have a Q&A word file that is updated
frequently and your team has access to
•
Start with pre-engagement when you know a
change is coming, and you can start to communicate little things you know
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