Episode 58: How to Manage Staff Who Are Resistant to Change

Our employees are people and as we all know; people, in general, are resistant to change. I read an article last week about how more now than ever before people are being labeled with having Neophobia. Defined as the fear of anything new, and it can be an especially persistent and abnormal fear. In its milder form, it can manifest as the unwillingness to try new things or break from routine. How do you get your staff on board to make necessary changes in your private practice when they’re afraid of change? 


  • All business owners have a combination of Entrepreneurship, Manager, and Technician personalities in varying degrees as stated by Michael Gerber in the E-Myth Revisited
  • As the owner/entrepreneur/manager of the practice, it is our job to re-focus our staff to the reasons why we are doing what we do and the products/results we are getting because of what we do.  If we start day one with every new employee learning as part of their orientation, that our company culture is to continually strive to be the best not only at what we do but also who we are, then you are setting the stage for an environment of dynamic change. 
  • If you find yourself in the “need for change,” it’s not too late to start. How? Start with a full company staff meeting, be transparent about business performance in accordance with industry metrics. Then, make the case for change and present the tools to do so. All that the staff needs is the willingness and execution. Acknowledge that change is hard but encourage them to focus on the company purpose and the products your practice delivers. Work with them one on one to hold them accountable and ensure compliance.
  • We often see these challenges with owners investing in MEG Academy.  Many owners, being the entrepreneur and manager type, know the value in professionally enhancing their staff’s skill sets.  With a well-trained team of employees, the team can get more done in less time, with less effort.  Brian shares strategies on how to get over these challenges with one on one meetings, and sharing the negative consequences of not meeting the needs of the company.
  • It is your job as the CEO to protect the group against those who operate with counter intentions against the leadership. Make it clear that you want your team to succeed and you want to provide them with the training necessary to get there.

Other Resources

Being open, honest and transparent is always the best way to manage to take it one step at a time and be clear with your staff, and hopefully, they will be the same back with you. If you have questions or would like to talk about how to get more agreement from your staff with changes you may be trying to implement, schedule a free, no obligation practice assessment call with Brian

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