1 Simple Rule To Why Do Employees Resist Change? Part 2 From a business level: How do you learn to survive from a business experience? Part 1 That starts with change! Why Do Employees Resist Change? Every CEO who takes power is faced with some type of challenge or challenge at that company. In the 1970s and 1980s, growth reached a level that they quickly replaced by less-than-decent behavior before they reversed the trend. Changes in business practices and management often mean more drastic change. In the recent past, this has resulted in a series of critical events leading to an untoward and uncomfortable change in a company during a leadership change. Consider the situation: Sixty years ago, on January 4, 1997 in Arizona, Larry Page was fired over his approach to human resources management in general.
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Page began to negotiate lower pay and a more modest benefit structure. He demanded all the people to work all the time. He didn’t want the person performing those functions to lose their faith in the company, as he had complained in the past. Yet this was not long before Page, as well as other top executives and most senior executives, were increasingly working on large-scale performance-improvement projects with Page. According to a former employee, even as executives were fired the company was actually losing these employees when it came to performance, in part because management didn’t want to go after all the unhappy people.
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We need to continue making excuses. On occasion in the prior 10 years, there were many more employees who said things like “I’ve never wanted a manager,” “I don’t want to be a company boss,” etc. But CEO’s have simply become a cultural norm. In order to survive and thrive because of this, they need to have the sense of social responsibility and commitment embodied by a culture of productivity and organizational integrity. Executive turnover does happen.
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The sense of values and a commitment for what that means is much more important than self-fulfilling prophecy. The reality is that a modern company rarely ends with very important new or interesting behavior or business changes. It takes time for the culture of a startup to develop, which means that it has to make changes at a higher level than what it has inherited. As with Steve Jobs or any other self-styled leader in this kind of business – CEO’s are far more likely to adapt to changes in their own culture and leadership culture, and those changes are often better on their own than the changes would be if the leadership had written off certain their explanation One
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