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Winning Over Staff Who Refuse To Do What You Ask. Painlessly Turn No To Yes · Enhance.training

• 0:00
  SPEAKER_00: Every manager faces staff who refuse to do what you ask.
• 0:04
  SPEAKER_00: Staff who refuse to take direction cause you a lot of stress, anger, delays, and uncomfortable questions from bosses and stakeholders.
• 0:12
  SPEAKER_00: In short, employees who don't do what you ask make you look bad as a manager.
• 0:18
  SPEAKER_00: There are lots of actions you can take to painlessly turn no into a yes, even from the most stubborn of employees.
• 0:26
  SPEAKER_00: Learning these skills will enable you to keep all of your team members moving in the right direction.
• 0:31
  SPEAKER_00: You'll spend less time delegating work and you get back what you expect quicker.
• 0:37
  SPEAKER_00: The team and you will encounter less roadblocks.
• 0:40
  SPEAKER_00: You'll be a lot more relaxed and enjoy being a manager.
• 0:44
  SPEAKER_00: Your team and boss will have more confidence in you.
• 0:47
  SPEAKER_00: All of these factors will increase your confidence and effectiveness in your job.
• 0:52
  SPEAKER_00: You will also have a better performing team which bosses always love.
• 0:56
  SPEAKER_00: Better team performance means better prospects for you.
• 1:00
  SPEAKER_00: To help you painlessly win over staff who refuse to do what you ask, we are going through firstly, use the power of understanding.
• 1:09
  SPEAKER_00: Secondly, the five best persuasion tactics to employ.
• 1:12
  SPEAKER_00: Third, how to create attention-grabbing consequences.
• 1:16
  SPEAKER_00: When your requests for staff to do what you ask don't work, these tactics will.
• 3:33
  SPEAKER_00: Keep your body language, your facial expressions, your tone of voice, your posture, etc., open and receptive.
• 3:40
  SPEAKER_00: Keep asking questions until you understand what is really driving their refusal to do what you ask.
• 3:45
  SPEAKER_00: Their objections might be for professional or personal reasons.
• 3:49
  SPEAKER_00: Find them and understand them.
• 3:52
  SPEAKER_00: Once you understand their objections or their underlying reason for not doing what you ask, then you can start addressing their objections.
• 3:59
  SPEAKER_00: When you've gained understanding about their position, you can then work on helping them understand your position and request.
• 4:06
  SPEAKER_00: Communicating and creating understanding are actions that build trust.
• 4:10
  SPEAKER_00: The more trust you have, the less likely you'll have any team member refuse to do what you ask without very good reason.
• 4:18
  SPEAKER_00: My name is Jess Coles, and if you're new to this podcast, Enhanced.training provides resources and courses for you to build management expertise and confidence to lead any team to their best performance.
• 4:31
  SPEAKER_00: I've included links to additional resources in the podcast description to help you win over employees who refuse to do what you ask.
• 4:38
  SPEAKER_00: Do take a look at these.
• 4:41
  SPEAKER_00: Now let's cover the five best persuasion tactics to employ when you have employees who don't take direction.
• 4:48
  SPEAKER_00: All the tactics being used here are trying to achieve two things.
• 4:53
  SPEAKER_00: Firstly, to get the agreement and action that you want, and then secondly, to maintain trust and a good relationship with the employee.
• 5:01
  SPEAKER_00: I assume that you are requesting employees to take specific action rather than demanding action or threatening them to achieve it.
• 5:09
  SPEAKER_00: Firstly, when making any request, always explain the context of the request and the why behind the request.
• 5:16
  SPEAKER_00: For a small investment of time, the persuasion impact is big.
• 5:20
  SPEAKER_00: When individuals understand the purpose behind the request and why it will help the business, the team, and then personally, it makes it a lot harder for the individual to say no.
• 5:30
  SPEAKER_00: Use logic and what the person wants to frame the action you want them to take.
• 5:36
  SPEAKER_00: Secondly, always pay attention to the language that you use and the tone and pace of your voice when communicating your request.
• 5:42
  SPEAKER_00: Don't use any language that will annoy, get their back up, make them go on the defensive, make them feel bad or inadequate, etc.
• 5:51
  SPEAKER_00: Use language and a tone of voice to encourage, to make them feel good, to not give them any excuse to not do what you ask.
• 6:00
  SPEAKER_00: Third, position what you're asking of them as a way to help themselves.
• 6:04
  SPEAKER_00: Achieving good business outcomes should help the business and help the team.
• 6:08
  SPEAKER_00: The business doing well provides job security and it provides development opportunities for all employees.
• 6:15
  SPEAKER_00: The team doing well enables bigger bonuses and pay rises, more opportunities, a positive culture and a sense of achievement.
• 6:22
  SPEAKER_00: Position what you're asking for as a way for the individual to help themselves.
• 6:27
  SPEAKER_00: Fourth, ask for their input.
• 6:30
  SPEAKER_00: This makes the other person feel good, valued, and paves the way for compromise.
• 6:34
  SPEAKER_00: Ask them, okay, you don't want to do X.
• 6:38
  SPEAKER_00: How do you suggest we get Y result or outcome?
• 6:41
  SPEAKER_00: Or the team needs to get to Y outcome.
• 6:45
  SPEAKER_00: If you don't like my suggestion, what do you do instead?
• 6:49
  SPEAKER_00: Asking for their input moves the request from your solution towards a joint solution or even their solution.
• 6:55
  SPEAKER_00: Everyone finds it a lot easier to say yes to implement a solution that they came up with.
• 7:01
  SPEAKER_00: Don't be afraid to compromise if this gets the results you need without damaging your confidence or authority.
• 7:08
  SPEAKER_00: Fifth, play to their feelings of fairness and not letting teammates or you down.
• 7:13
  SPEAKER_00: Getting a fair deal and being fair to others is hardwired into us through generations of working in groups for survival.
• 7:21
  SPEAKER_00: If they refuse to do a particular task and it's unfair to the group they're in, point this out to them.
• 7:27
  SPEAKER_00: An example, do you realize that if you refuse to do this task the rest of the group is going to be delayed by three days?
• 7:33
  SPEAKER_00: How is that fair on them?
• 7:35
  SPEAKER_00: Play on their sense of fairness.
• 7:38
  SPEAKER_00: Persuasion in all its forms is a much better approach than telling individuals to do as you ask.
• 7:44
  SPEAKER_00: Using persuasion is much less likely to anger, annoy or create illogical resistance.
• 7:50
  SPEAKER_00: Persuasion also maintains much better longer-term relationships.
• 7:55
  SPEAKER_00: You need your team as much as they need you.
• 7:58
  SPEAKER_00: Make the effort to understand and use the five persuasion tactics we have just been through.
• 8:03
  SPEAKER_00: They will work brilliantly for 90% plus of people.
• 8:06
  SPEAKER_00: They will do what you ask or they will take action that delivers the results or outcomes you need.
• 8:12
  SPEAKER_00: In my experience, just listening and understanding removes the barriers of employees who don't take direction very effectively and very quickly in 70% plus of cases when done well.
• 8:23
  SPEAKER_00: For those of rare occasions when these approaches don't work, then I suggest you move into the third approach for staff who refuse to do what you ask.
• 8:32
  SPEAKER_00: We're now going to talk about how to create attention-grabbing consequences for not taking direction.
• 8:39
  SPEAKER_00: You should only start talking about consequences of not taking direction when there is a clear pattern of behaviour, i.e.
• 8:46
  SPEAKER_00: regularly refusing to do what you ask.
• 8:49
  SPEAKER_00: Building and maintaining team trust is very important to team performance.
• 8:53
  SPEAKER_00: Using idle threats will damage trust and team performance which is not in your personal interests.
• 9:00
  SPEAKER_00: Instead, create structured and supported consequences.
• 9:04
  SPEAKER_00: There are lots of consequences that you could implement, mentally create a ladder of consequences, you know, each one having more impact on the individual than the previous.
• 9:14
  SPEAKER_00: A couple of examples.
• 9:16
  SPEAKER_00: At the minor end, consequences could be, you know, firstly reducing public praise or prizes, for instance, or it could be reducing development opportunities, or it could be cutting back the responsibility and autonomy given to the individual.
• 9:29
  SPEAKER_00: At the serious end, consequences could be performance improvement plans, or a disciplinary process, or even dismissal.
• 9:37
  SPEAKER_00: I would suggest that you discuss the situation with your boss and explain the plan of action that you're intending to take and what you're hoping to achieve.
• 9:46
  SPEAKER_00: I typically do this even for using the minor consequences.
• 9:49
  SPEAKER_00: Your boss should never be surprised by people issues in your team.
• 9:54
  SPEAKER_00: As the impact of the consequences increases, you need support and permission to take action.
• 10:00
  SPEAKER_00: For example, your boss and HR will need to give you permission to undertake a performance improvement plan.
• 10:06
  SPEAKER_00: When you have permission from your boss and HR, you can position the consequences as the group or company against the individual, rather than you personally against the individual.
• 10:17
  SPEAKER_00: A group against one is a much more powerful position to negotiate from.
• 10:22
  SPEAKER_00: When you explain the consequences to the individual, always position them as the outcome of not being a team player, of not working for the good of the team and business.
• 10:41
  SPEAKER_00: Always explain the consequences and link it to the damage their behaviour is causing to the team and business.
• 10:47
  SPEAKER_00: Always explain how to avoid the consequences, i.e., stopping an employee who doesn't take direction.
• 10:53
  SPEAKER_00: If an employee continues to refuse to do what you ask when your requests are perfectly reasonable and other team members are happily undertaking them, I suggest you think very hard about whether it is in anybody's interests for the employee to continue in their current role.
• 11:09
  SPEAKER_00: Take action accordingly.
• 11:11
  SPEAKER_00: Always be fair and reasonable when taking any action that creates consequences for individuals.
• 11:18
  SPEAKER_00: In summary, having staff who refuse to do what you ask is always difficult, stressful, and time consuming for any manager.
• 11:26
  SPEAKER_00: 90% plus of the time you can quickly and easily resolve the situation by seeking to understand what their issues are, using the five persuasion techniques we've discussed, and taking action to remove reasonable issues.
• 11:39
  SPEAKER_00: Finding an alternative approach that delivers the results or outcomes needed is another option to consider.
• 11:45
  SPEAKER_00: Do use the five best persuasion tactics with employees who don't take direction, being firstly explain the context and the why behind the request.
• 11:54
  SPEAKER_00: Secondly, keep your language and non-verbal communication positive towards the individual.
• 11:59
  SPEAKER_00: Third, position what you're asking for as a way to help the individual.
• 12:03
  SPEAKER_00: Fourth, ask for their input and compromise.
• 12:06
  SPEAKER_00: And then fifth, play to their feelings of fairness and not letting colleagues down.
• 12:11
  SPEAKER_00: Do visit us at enhance.training for leadership tools to build trust, fairness and teamwork to help you lead your team to even more impressive results.
• 12:21
  SPEAKER_00: If you have any questions on winning over staff who refuse to do what you ask, please email me at support at enhance.