How to Silence Your Change Agents in 3 Simple Steps

Have you ever noticed how new colleagues often join a company bursting with enthusiasm, only to see their eagerness gradually fade? This pattern, which I've observed repeatedly throughout my career, raises a crucial question: what transforms passionate change-makers into resigned bystanders?

Many organisations proudly claim to value fresh perspectives and innovative thinking. They recruit talented individuals from diverse backgrounds, hoping these "change agents" will revitalise the organisation. Yet, ironically, these same organisations often unintentionally stifle the very voices they sought to amplify, and this is a costly mistake.

"There's no point, that's just how things work here" - I've heard variations of this phrase at numerous companies over the years. It always saddens me, and I can't help but wonder how these once-enthusiastic individuals ended up in such a defeated mindset, and I believe I’ve identified a recurring pattern of behaviour that slowly breaks a person's spirit and mutes new employees.?

The pattern is a sequence of "silencing tactics" (“h?rskartekniker” in Swedish) and extinguishes their drive to improve their workplace. Each tactic on their own is bad enough, but it’s the combination of them in sequence that makes them extra damaging. To illustrate this, I'd like to share a fictional scenario that mirrors many real-life examples I've witnessed. While the characters are invented, the situations and behaviours are all too real.

The Story of Lisa

Lisa is a seasoned Engineering Manager who has just joined a large company as the team lead for the mobile app development team. She's thrilled about her new job and fully believes in the company's vision and mission. A few weeks in, as she prepares to onboard a new team member, she notices several redundant steps in the laptop ordering process, which introduces unnecessary delays and increases the risk of errors. To avoid wasting time for other managers, she politely reports her observations to John, who is in charge of the process. She explains that, from a hiring manager's perspective, the process is cumbersome and prone to errors - and she even suggests ways to improve it.

Step 1: Gaslighting - Dismiss the Experiences as Invalid

Here begins the first step in the silencing process: gaslighting. John, or someone on his team, tells Lisa, "You're the only person who has complained about this" dismissing her feedback as unfounded. Taken aback, Lisa checks with her colleagues, only to hear responses like, "Well, you know, that's how it is here" or "We tried, but there's no point in trying".

Step 2: Ghosting - Silent Treatment in Professional Settings

Still undeterred, Lisa returns to John's team, asking them to reconsider since the process is hindering her and other managers' productivity. This is where she encounters the second silencing tactic: ghosting. Her emails and messages go unanswered, with no sign of acknowledgment, despite several attempts to get a response.

Step 3: Tone Policing - Attack the Delivery to Dismiss the Message

Naturally, Lisa feels snubbed and dismissed. Frustrated, she sends another message asking why she's being ignored. This is when the final silencing tactic kicks in: Tone Policing. John and his team might say things like, "She's very aggressive", "Her tone is abrasive", "She's difficult to work with" or "She's a loose canon", adding that "she doesn't understand how things are done here".

After a few rounds of clashes between fresh potential and entrenched apathy, anyone’s spirit can be crushed. Eventually, Lisa also drifts into the mindset of "There's no point, that's just how things work here", and yet another opportunity for organisational improvement is lost.

Why Does This Happen?

What drives John's team to respond this way? Is it poor leadership setting misguided expectations? Are they threatened by change? Is it a lack of customer focus (Lisa can be considered a customer here)? Perhaps they're overwhelmed with work and simply don't have time to respond (though this is rarely the main reason). Maybe they focus solely on following the process efficiently - ignoring its effectiveness.?

More importantly, is this a self-feeding process where you get exposed to this 3-step treatment and eventually yourself see this as the company culture, and reinforce it? Maybe it’s also the case that change agents such as Lisa eventually leave, and people who're less inclined to disrupt the current culture stay?

My personal experience is that it’s most often a complex mix of all these things - and more.

The Hidden Costs of Silencing Change Agents

While the immediate impact of silencing tactics might seem negligible, the long-term consequences for organisations can be severe and far-reaching:

1. Stagnation and Missed Opportunities: When employees stop voicing their ideas for improvement, the organisation loses countless opportunities to innovate and streamline processes - and the products they are building. This can lead to stagnation, making the company vulnerable to more agile competitors.
2. Diminished Employee Engagement: Employees who feel their input is unwelcome or ignored often become disengaged. This not only affects their productivity but can also lead to higher turnover rates, resulting in increased recruitment and training costs.
3. Erosion of Trust: When new hires observe that attempts to improve the organisation are met with resistance, it erodes trust in leadership. This can create a culture of cynicism where employees are present physically but mentally checked out.
4. Reduced Problem-Solving Capacity: By discouraging diverse viewpoints, organisations limit their problem-solving capacity and divergent thinking. Complex challenges often require fresh perspectives and innovative thinking - precisely what silenced change agents could have provided.
5. Damage to Employer Brand: In today's interconnected world, word spreads quickly. Companies known for shutting down new ideas may struggle to attract top talent, further hampering their ability to innovate and compete.
6. Increased Risk of Ethical Issues: When employees feel they can't speak up about inefficiencies, they may also hesitate to report more serious issues like ethical violations or safety concerns, potentially exposing the organisation to significant risks.

By recognising these long-term costs, it becomes clear that addressing the issue of silencing tactics isn't just about making a few employees feel heard - it's about safeguarding the future success and resilience of the entire organisation.

Breaking the Cycle and Lead by Example

Senior leaders should be alert to this pattern and help their teams understand the importance of customer focus for a well-functioning organisation. They should encourage new employees to remain attentive to inefficiencies and voice their concerns without fear.

When I joined Spotify, my manager gave me advice that has stuck with me. In our very first one-on-one meeting, he told me to keep my "new-person goggles" on for as long as possible. Spot anything that looks off or could be improved, and talk about it openly and respectfully. After a while, he said, we all become blind to these issues, and the chance to improve is lost. This kind of openness to feedback is a remarkable leadership quality we should all aspire to.

From our example earlier a simple change in John and his team's behaviour, acknowledging the issue, would make a dramatic difference. If Lisa felt heard, she would believe the company truly upholds a "speak-up" culture, not just in its value statements, but in practice.

If you see these silencing tactics being used, or catch yourself using them, try to break the sequence. Here are some practical ways to disrupt this cultural behaviours and support change agents:

• +1 Their Concerns: When a new person—or anyone, for that matter—raises an issue, show them and others that they are not alone. Support their point by adding a "+1" to the conversation or by verbally acknowledging, "I've noticed this as well" This reinforces that their observation is valid and that they are not isolated in their concern.
• Countering Ghosting: If you notice someone being ignored in a Slack thread or email chain, chime in with support. You might say, "I would also love to hear feedback and a response to the issue they're highlighting" This shows that the topic deserves attention and encourages a more inclusive discussion.
• Addressing Tone Policing: When you hear someone focusing on tone, redirect the conversation by asking, "Ignoring the tone for a second, what do you think about the issue she’s raising?" This encourages others to evaluate the feedback's validity rather than dismissing it based on how it was delivered.
• Foster a Feedback Culture: The best way to prevent these silencing tactics is to build an organisational culture where seeking feedback from stakeholders and customers is the norm. Encourage teams to view failures as learning opportunities that should be shared and discussed, rather than punishing individuals for trying. When employees see that suggestions, even those that don't work out, are met with openness and reflection, they feel more empowered to continue contributing to the organisation's growth.

Empowering Change Agents: Your Key to Organisational Success

The silencing of change agents, as illustrated by Lisa's story, poses a significant threat to organisational growth and adaptability. However, by recognising these patterns, I've seen organisations take active steps to create an environment where fresh perspectives thrive.

In my experience, every silenced voice represents a missed opportunity. As leaders and colleagues, we must maintain our "new-person goggles", remaining receptive to insights that challenge the status quo. When faced with suggestions for change, I've learned to pause and reflect: "Am I truly listening, or might I be unconsciously engaging in silencing behaviours?"

By fostering workplaces where every idea is valued and every change agent feels empowered, I've witnessed organisations drive innovation and adaptability - essential qualities in today's rapidly evolving business landscape.

What are your experiences with change agents in your organisation? How have you supported fresh perspectives and continuous improvement in your workplace? I'd love to hear your thoughts and experiences on this crucial aspect of organisational culture!

Feel free to connect with me here and drop me a message!

P.S. Please also check out my related article: How Aspiring Change Agents Can Thrive: The Power of the 3L's