1) I started holding monthly nurse-only meetings where they could all get the same information from the same source at the same time (AKA respect and accountability). They felt more free to ask questions, and after I had been consistently asking for feedback, they eventually felt comfortable enough to voice concerns, raise issues, and talk about what barriers or frustrations they have in doing their jobs. Things they were not comfortable doing in the team meetings.
2) I also started reaching out across hospital-hierarchy lines, to ask for feedback, and gave SAFE and usable feedback to doctors and receptionists.

It took a while, but we began to build trust and create an environment where individuals could have a voice with less fear of being immediately shut down, because they knew I was backing them up.

3) The other manager and I also got on the same page, which meant having some uncomfortable but honest conversations about what we wanted, what the other was doing that made us feel insecure, and coming together on how we wanted to make the changes we wanted to see in our team.
4) We made it a point to openly support, encourage, and thank the other team mates regardless of “rank” or position. The rest of the team followed suit.
5) I spent a lot of time on introspection to learn where I needed to change or adjust, and I openly talked about identifying my own shortcomings as well as a desire to make those things better.
6) The real Ah-ha moment came when the owner realized that we could accomplish all of this without having every task completely mapped out and handed down to us from above. She too became an open and supportive force in the hospital.

Now we work together, struggle together, problem solve together, and celebrate each other. Don’t get me wrong, we still have some less than perfect history of how we interacted to overcome, and a high volume of 20-something women, which can sometimes cause some gossip or complaints being voiced to everyone but the person who should hear them, but this is less frequent, and now there are more solid leaders in the hospital to help sort through it with them before it’s too much trouble.

Can’t believe no one suggested spraying a light coat of Pam cooking spray on her plastic chair mat.

David, by no means was my comment about time directed at you. I am honored you selected my submission, which was written in exasperation not all that long ago; I know the volume you receive, so never expected a reply. It was much more directed at my awful memory! The comments here have been wonderful. Thank you for your kind words. I’ve discovered through VitalSmarts, that sometimes the best thing to do is move on. I’m excited about what the future holds!

Lack of Leadership is the leading problem plaguing the work force today. Resistance to change is understandable. Strong leadership can easily address this issue by assigning the co-worker a task such as leading a special project which involves work on the computer. This could even go so far as having the co-worker train the rest of the staff on the project. This should make her valued and special, and she may warm up to the notion of using the PC.

Hostility and personal attacks are, in short, unacceptable. There is no place in any situation for this behaviour. It is objectionable that the owners are not prepared to deal with this behaviour. If it is true the owners are allowing this abuse to continue, the problem is not with the co-worker at all. Simply put, the owners are the problem. If they are not providing leadership, they are shunning it completely.

Lack of leadership directly impacts the bottom line. If the lack of leadership is leading to dissention, lack of participation and thwarting progress, it is costing the company money. This is the long and short of it. It may take some time to gather the evidence. I suggest a spreadsheet indicating the various incidents that have cost the office workers extra time, or any other compensatory measures the staff have made in this regard. Resisting change and thwarting progress is costly, hostility and personal attacks are also costly as they lead to drops in productivity and decrease in job satisfaction, which in turns to loss of hardworking productive staff, which in turns to hiring and training of new staff all of which cost company dollars.

I would go so far as to make this gathering of such evidence that very same special project I mentioned earlier and assign it to the co-worker who is resisting change! Not only would she feel valued and important, but one could only hope she would see the impact of her actions in the data she gathers!

Alternately, as a manager, I understand that a long-term employee may be valued in a special way by the owners. If learning to use the computer is too high a hurdle, it might be a good time for the employer to think about un-coupling the computer duties at the front desk from the other duties – greeting and phone. Perhaps a junior associate position could be created to do the technical part of the job. This has the added advantage of cross-training and development for the junior associate and at a future time, that idividual may be the one to step in when the long-term employee chooses to move into retirement.

Obviously, this will involve a truly crucial conversation to assure this individual that she is not being “forced out” or “replaced.” You may find that she has new motivation to learn the computer portion of the role, rather than to have an understudy, because now there is motivation – similar to my mom who had no interest in the computer when it was my Dad’s “job” to keep track of pension information, but who could willingly learn when she needed to step up to the role (with kind and loving assistance, of course)!
Best regards !

1. She may need more time to consider ideas. I once talked to a subordinate about my unhappiness with her resistance to change and new ideas. What I got back was “You have been thinking about your idea for a while, then you spring it on me and expect an instant response. I need time to think too.” We agreed that she should have time to think and that she should remind me of it if I asked for an instant reply. That worked.

2. Another time, I was trying to teach an older relative something on the PC. It wasn’t going well and we were both frustrated. Suddenly I had the thought that she couldn’t see the screen. She confirmed it. After her new glasses came, we were able to progress with the PC. It’s possible that your coworker has a physical issue that makes PC work difficult.

3. Regarding using the computer, she may just need more time. If you are like me, you have been using PC’s forever and are at ease with them. Technology can be scary to someone who doesn’t have our history with it. It’s not really an age thing, but tends to happen more with older people.

I think it’s great that you are not just giving up and putting up. Bravo!
Vernel

Thank you all for your caring, thoughtful responses. It has been so long since I wrote to VitalSmarts, that I can’t remember all the details. I don’t think I gave the label of “Curmudgeon.” I think that was a title they gave. But, it is still an accurate description of her personality, and could apply to anyone of any age. I brought up the age issue because of the delicacy of handling it. Since I am close to her age, I would hope I am not guilty of ageism! In the time since I wrote this, I have decided that I have hit the wall in my ability to excel in this type of management environment. I will be giving notice this week, in fact. I appreciate all your comments. It is truly a complicated situation that deserves all the care and respect that all of you have encouraged. Thank you!