One of the greatest challenges a new manager has to face is to implement change. For some, change management involves careful analysis and strategic decision making abilities. For others, decisions can be made on instinctive ‘gut feeling’, which can be enough to push a decision through.

However, decisions that push forward change in an organisation can be met with cultural or personal objections from your new staff. People may protest “But it’s always been done like that!” and you may end up with a psychological battle on your hands.

The best approach is to involve your people in the decision making process. Help them with their personal development, to equip them with the knowledge and understanding of the issues that their organisation faces.

Acknowledge the value of their initial objections. Empathise with them, and encourage them to drill down on their objections so you can identify the true root causes of resistance to change. They need to understand that you’re aiming for a win-win situation, and that nobody’s professional ability is under question.

If you can create a hearts and minds strategy, and inform and involve key staff on decision making issues, you are much more likely to affect a cultural shift and drive change forward positively.