Handling Outliers.

You know who they are. The ones that will resist, disagree for disagreement’s sake. Some people just take change personally. They like being contrarian. They are strong willed. Whether or not they have a formal leadership position, they function as leaders anyway. In this new and unfamiliar environment, people will be looking to leaders for cues on how to act, whether to put on the mask when they are just going to grab a pen in the supply room. You can thoughtfully explain and write up the new codes of conduct for the entire company, but if your outliers decide to not to comply or to trash talk the safety program, they will lead dissent.

Target these people and meet with them one on one. Have a conversation. Explain the scientific rationale behind the new protocols, how they have been successful at other organizations. Tie safety to productivity. Tell them you value their opinion but then be prepared to back up that claim.

Ask them if they have questions. Answer them as best you can. Ask them for input. Their ideas may just be small adjustments around the margins. You can integrate that kind of input into your plans as you see fit. If their viewpoint is vastly different and contrary to your plan, hear them out but you should be prepared to defend your plan. If you cannot, the plan needs some work and you should really be grateful for this person who has drawn your attention to flaws you were not aware of before.

Whatever their input may be, thank them. Spending the time up front to enroll them as an important player in the larger effort can turn an irritant into an ally. It will help avoid conflict and dissension down the road with the added benefit of scrutinizing your plan and making it stronger. Tell them you expect their support. When you ask for cooperation and support one on one, it has a much different impact than asking it from a large group. Make eye contact and tell them that now more than ever, the whole company needs to row together.