You're facing resistance from frontline staff in changing business processes. How do you win their buy-in?

Engage the line staff early to garner the buy-in of changing the business processes. Listen to their inhibitions; be empathetic toward their struggles. Explain why changes are necessary to come out for the organization but will also help them in a personal way. Offer training and support to minimize transition shock from change. Highlight the success of similar changes. By just making them feel heard and valued, ownership can be developed with reduced resistance.

Gaining support from frontline employees while implementing changes to company processes necessitates a deliberate and comprehensive strategy. Start by outlining the change's justification in detail, stressing how it will benefit the personnel as well as the organization by increasing job satisfaction, decreasing workload, or increasing efficiency. Actively listen to their feedback and concerns, taking note of the difficulties they anticipate and honestly addressing them. Including frontline employees early in the process can also help to create a feeling of ownership by giving them the opportunity to offer suggestions or ideas for improving the new procedures, which will make them feel acknowledged and appreciated.

I experience this with my cashiers who are on the front line. Sometimes it is difficult for them to be the ones giving pricing information when prices of menu items have increased because of potential customer responses. I usually will have a conversation with them on the why. So, why are prices increasing and the result of not remaining competitive on pricing to sustaining the business. Once I give them examples, they quickly buy in and feel more confident and comfortable responding to customers who may be pushing back. By understanding the reasoning behind the price increases, they not only feel more confident but also become key ambassadors for the business. They then speak to the gourmet value of menu items to customers with ease.

Such resistance might have different root causes. There might be processes which must be implemented e.g. based on new regulatory decisions - and need to be complied with irrespective of liking or not. In such case, a clear explanation (what and why) to the staff is the thing to do. I would avoid any unnecessarily long discussions, which can divert attention from other topics. Regarding the "usual" business processes, the appropriate way of handling depends, first, on the company culture (i.e. it should be handled in line with it, as people are used to it). If possible, the frontline guys should be involved and included into the process re-design. Then the "buy-in" is secured, naturally. If not possible, clear explanation needs to be given.

To win frontline staff buy-in for process changes we have to emphasize benefits & involve them in decision-making. Communicate clearly why changes matter, align with their needs & provide training and support. I remember Henry Ford words strongly here that says coming together is a beginning; keeping together is progress- working together is success. By building trust and understanding we can overcome resistance & drive successful implementation of new processes.