I Worry that I Won’t be Able to Handle Objections to a Change in a Staff Meeting. What Can I do to Overcome Objections in that Situation?
Be prepared for questions, if not outright resistance.
The surest way to overcome anticipated objections is to incorporate them into your announcement. Make your presentation and state any anticipated objections as though they are yours, then disprove each, one by one. You’ll be amazed how many times potential objectors to the idea of a change will get into the spirit of the need for change and wind up supporting the plan.
If an objection is voiced, listen intently to it. Try to understand not only the objection but also the motivation behind it. Ask questions if you aren’t clear about the problem.
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Even before you respond to the objection, compliment the objector for identifying either the reason for the proposed change or a problem with the change plan. For instance, "You’re right—cost was an important factor in making this decision" or "Yes, we have a short timeframe in which to bring the new system on." Then, throw the objection back to the employee, encouraging him or her either to expand on his or her conclusion or to suggest how the change effort might be improved.
If rising costs is behind a policy change, you might ask the objector, "How much do you think we could save with this change?" If the schedule is tight, and it will be tough to meet, you might ask the objector, "What steps will be the most time-intensive?" or "Do you have some ideas about how we might save time?"
Don’t become defensive or attack the questioner. Rather, focus on the statement or issue raised. With conviction, respond to the comment made. "If we can finish A within the first week, we should have more time to concentrate on B, and complete C and the entire project within the timeframe." Prepare your response to that question and subsequent questions, each time demonstrating how the change won’t be negated by the objection. By winning these small battles, you should overcome most of the overt opposition to the change plan when you present news about a change
Before you close the meeting, confirm that you’ve handled the objections raised. "I believe I’ve handled all the questions. Are there any other concerns?"