Not my circus, not my monkeys

Despite the mounting challenges, Amulya knew that successful implementation of the new system was crucial for the company’s future.

She couldn’t afford to let the resistance derail the initiative, but she also had to navigate the delicate internal dynamics with tact and wisdom.

Here’s how Amulya approached the situation, using five key strategies that any seasoned CFO can employ.

APPROACH I

Addressing resistance with empathy and understanding

Amulya realized, based on her experience, that resistance often stems from fear of the unknown and concern over losing relevance. Instead of confronting Videsh and Pralay head-on, she chose to approach them with empathy. She arranged one-on-one meetings with both, seeking to understand their concerns and perspectives.

With Videsh, she acknowledged his experience and the value he brought to the table. She reassured him that the new system wasn’t about replacing traditional methods but enhancing them. By listening to his worries and validating his feelings, Amulya was able to reduce his anxiety and slowly get him to see the potential benefits of the new technology.

Pralay was a tougher nut to crack. His antagonism toward Amulya made it difficult for her to build a rapport. However, instead of trying to win him over, Amulya decided to focus on areas where they could find common ground. She made it clear that she valued his expertise and was willing to consider his input in the implementation process. While Pralay remained resistant, this approach helped to neutralize some of his opposition, making it easier for Amulya to move forward with the rest of the team.

APPROACH II

Leveraging the power of influence, not authority

Amulya realized early on that trying to force the new technology onto her team through authority would only breed further resistance. Instead, she focused on influencing their mindset by aligning the new system with the company’s long-term goals. She carefully crafted a narrative that highlighted how the technology would not only improve efficiency but also create new opportunities for career growth and development.

She also identified early adopters within the team—those who were more open to change and willing to explore the new system. By empowering these individuals and encouraging them to share their positive experiences with the rest of the team, Amulya created a groundswell of support. Videsh and even Pralay couldn’t ignore the growing momentum, and while they weren’t entirely convinced, they began to feel the pressure to at least give the system a chance.

APPROACH III

Creating a safe space for learning and experimentation

One of the biggest barriers to adopting new technology is the fear of making mistakes. Amulya knew that Videsh and others were concerned about their ability to adapt to the new system, especially considering it was a long time since they had experienced anything like this. To address this, she created a safe space for learning and experimentation.

She introduced a pilot phase where the team could experiment with the new software without the pressure of immediate results. Mistakes were not only tolerated but encouraged as learning opportunities. Amulya herself participated in the pilot, openly sharing her challenges and how she overcame them. This transparency helped to demystify the technology and made it less intimidating for the team.

The pilot phase also allowed Amulya to gather feedback and make necessary adjustments before the full rollout. By involving the team in this process, she helped them feel more confident and competent, reducing their resistance to the final implementation.

APPROACH IV

Addressing the elephant in the room: Pralay’s influence

Amulya knew that no matter how much progress she made with Videsh and the rest of the team, Pralay’s influence remained a significant obstacle. His close ties to the Chairman meant that he wielded considerable power, and his antagonism toward Amulya wasn’t something she could easily change.

Recognizing this, Amulya decided to adopt a pragmatic approach. She couldn’t control Pralay’s behavior, but she could mitigate its impact. She focused on building alliances with other key stakeholders, including the CEO and other senior leaders who were supportive of the technology initiative. By strengthening her position and ensuring that the Chairman was kept informed of the benefits and progress of the implementation, Amulya effectively neutralized Pralay’s influence.

She refused to get drawn into his power games, focusing instead on what she could control—her strategy, her team, and the successful implementation of the new system. This allowed her to stay focused on the bigger picture and not get bogged down by personal conflicts.

APPROACH V

Celebrating small wins and building momentum

Amulya knew that celebrating small wins along the way was crucial to maintaining momentum, given that change was a journey and not a destination. She made it a point to recognize and reward team members who embraced the new technology and demonstrated improvements in efficiency or productivity.

These small victories were shared across the organization, not just as a way to boost morale but also to create a positive narrative around the new system. Videsh, who had been skeptical, began to see the tangible benefits of the technology as his colleagues shared their successes. Even Pralay, though still resistant, couldn’t completely dismiss the positive outcomes that were emerging.

The momentum built from these successes made it easier to push through the inevitable challenges that come with any major change.

Conclusion: Turning resistance into acceptance

Amulya’s experience underscores a critical truth for any CFO: successful technology adoption isn’t just about implementing new systems; it’s about leading people through change. Resistance, especially from seasoned professionals like Videsh and Pralay, is inevitable, but it doesn’t have to be insurmountable.

By addressing resistance with empathy, leveraging influence over authority, creating a safe space for learning, neutralizing negative influences, and celebrating small wins, CFOs can successfully navigate the complexities of technology adoption. And while some battles may seem insurmountable, adopting the "not my monkey, not my circus" mindset can help keep the focus on what truly matters—the successful transformation of the organization.

Amulya’s journey is a testament to the fact that with the right approach, even the toughest challenges can be overcome, paving the way for innovation and growth.

The road to adoption is rarely smooth, but by celebrating small victories and maintaining focus on the bigger picture, CFOs can transform resistance into resilience, ensuring that their organizations are not just keeping up with change but thriving in it.

Ultimately, it’s about creating a legacy where innovation is met with enthusiasm, and challenges are seen as opportunities to grow stronger together.

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I am Sri Ram.

I head the Marketing and Alliances function at FinAlyzer.

FinAlyzer is an emerging global leader in the Enterprise Performance Management space and we are working towards one purpose....empowering CFOs drive sustainable growth and financial resilience through Automation of their Financial Operations around Financial Close, Consolidation, MIS and Budgeting and Reporting (Statutory and Management).

In addition to working towards this purpose, I read, I write, I watch movies.

I do all of this happily.

But I am at my happiest when I walk my dog and going by the way she looks at me when we are out strolling, I am sure so is she.

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