The honeymoon is over! According to Bruce Tuckman’s Group Development theory, the “storming phase” is in full effect. Officers may feel members are exhibiting signs of resistance to the new projects. Find comfort in this, members aren't going to like every decision HOSA officers make. Strong leaders, though, know how to rally the troops, even around an initially unpopular idea.
If your team believes you are onto something great, stay the course despite the rocky road. Sooner or later you are going to come across necessary resistance. Serving as a HOSA officer often feels a lot like pedaling uphill, swimming upstream, or running into a stiff headwind. The challenge is to overcome the resistance instead of being overwhelmed by it.
Here are four suggestions to help you overcome stubborn members and resistance to change.
1. Expect a little strife.
HOSA members are creatures of habit and changes in the day-to-day may upset their routines. So don't take opposition personally–it's bigger than you and your idea. A popular author by the name of John Maxwell wrote, "Leaders launch forward motion, but people stubbornly resist change because they dislike uncertainty. Most people would rather have familiar problems than unfamiliar solutions. For this reason, you can anticipate having a tough time bringing about substantial transformations in your organization."
2. Find comfort in the 20-50-30 principle.
As a rule of thumb, 20 percent of your HOSA members will support your efforts to initiate change, 50 percent will be undecided, and 30 percent will resist you, even if it’s a great idea. Time spent trying to convert non-believers will keep you spinning your wheels in vain. It may only backfire and make them resist you even more. Rather, focus your efforts on the 50 percent who are undecided and use the 20 percent to help convince them that your attempt to drive change is positive.
3. Over communicate your purpose by expressing your intent.
Scream it from the roof tops! HOSA members don’t buy our content until they buy our intent. When HOSA officers clearly communicate the end goal with warmth and sincerity, it pushes everyone through challenging, tough times. We all need to know our hard work will result in something noble and beneficial. As HOSA officers, it's our duty to remind members of the benefits that lie just around the bend. If members don’t feel cared for and are unsure of their sense of purpose, they quickly tire and lose heart.
4. Call it like it is.
Once your team announces the new HOSA projects, be honest about the hardships ahead. If your team doesn't anticipate that problems may (and likely will) arise, they're going to complain and you'll lose support. Again, keep reminding members of the rewards of change, but don't gloss over the difficulties. The nature of change is that things get worse before they get better.
