Overcoming Resistance to Change: Turning Tradition into Transformation

Introduction: The Cost of Resistance to Change in the Rubber Molding Industry

In Jim Collins' Built to Last and Good to Great, one of the core principles for enduring success is confronting the brutal truth. For companies in the rubber molding industry—a sector steeped in tradition and resistant to change—facing that truth is more urgent than ever. The reality is that resistance to change is one of the primary reasons why many rubber molding businesses struggle, stagnate, or even fail.

Change is no longer a choice; it’s a requirement for survival. The rubber industry is at a crossroads. Customers are demanding higher quality, faster lead times, and sustainable solutions. Competitors are leveraging automation, data-driven processes, and new technologies to improve efficiency and reduce costs. Meanwhile, regulatory bodies are increasing pressure for environmental compliance, and workforce demographics are shifting as experienced operators retire. Yet, despite these forces, many rubber molders remain stuck in their old ways, clinging to the processes and mindsets that brought them past success but no longer guarantee future survival.

Resistance to change in this context isn’t just about failing to adopt new technologies or processes. It’s about failing to adapt the entire organization—from leadership to frontline workers—to meet evolving market conditions. And the consequences of ignoring this brutal truth are severe.

The Brutal Truth: What Happens When Change is Ignored

When rubber molders fail to embrace change, they put their entire organization at risk. The impact is felt across three core areas:

1. Owners and Shareholders: When companies fail to modernize, profitability suffers. Outdated processes lead to increased scrap rates, inefficiencies, and missed opportunities. Owners and shareholders may see declining revenues and margins erode over time, eventually leading to business closures or forced sell-offs at reduced valuations. In an industry where many companies are family-owned, this can be devastating—not only to the current generation but also to future ones.
2. Customers: Customers expect more today than they did five or ten years ago. They want faster lead times, higher quality parts, and competitive pricing. They also want innovation—solutions that help them reduce their environmental impact or improve product performance. If rubber molders can’t keep pace with these evolving expectations, customers will seek out competitors who can. Losing key customers due to outdated practices is a death knell for any business.
3. Employees: The workforce feels the impact of organizational stagnation just as much as leadership. Employees who see that their company isn’t investing in new technologies or process improvements often feel disengaged and demoralized. They may even leave to join more forward-thinking organizations, taking valuable skills and experience with them. On the other hand, companies that embrace change and innovation are more likely to retain their best talent, as employees see opportunities for growth, learning, and job security.

Resistance to Change: An Epidemic in the Rubber Industry

In many ways, resistance to change is an epidemic in the rubber industry. It’s a mindset deeply rooted in tradition, where the mantra of “we’ve always done it this way” prevails. But what worked yesterday may not work tomorrow, and companies that fail to adapt are at risk of becoming obsolete.

The rubber industry has already seen this play out. Consolidations, closures, and downsizing are common themes as businesses that resist change fail to compete in a modern marketplace. Those that survive are often forced into reactive measures, cutting costs and reducing headcount just to stay afloat. But these actions don’t address the root problem—failure to proactively adapt to change.

The Impact of Organizational Stagnation

Let’s be clear: the stakes are high. If resistance to change persists, rubber molders risk more than just lower profits or slower growth—they risk total failure. And the ripple effects of that failure are significant:

• For owners, it means losing the business they’ve worked so hard to build.
• For customers, it means finding new suppliers and dealing with the uncertainty that comes with it.
• For employees, it means losing jobs and livelihoods, often in communities where manufacturing jobs are already scarce.

This isn’t an abstract risk—it’s a real consequence already playing out in parts of the industry. The companies that succeed in the future will be those that take action now to overcome resistance to change and build cultures of continuous improvement.

A Hopeful Future for Those Willing to Change

Despite the grim picture, there’s hope. Many rubber molding companies are already embracing change, investing in automation, upskilling their workforce, and implementing new processes to improve efficiency and reduce waste. These companies are setting themselves up for long-term success by being proactive rather than reactive. They recognize that change isn’t something to be feared—it’s something to be embraced.

The good news? It’s not too late for others to follow suit. But it starts with acknowledging the brutal truth: resistance to change is holding the rubber molding industry back. Overcoming this resistance is the first step toward building a stronger, more resilient business.

In the sections that follow, we’ll explore practical strategies for overcoming resistance to change. Drawing on insights from business strategy, organizational development, and adult learning theory, we’ll provide a roadmap for creating a culture that embraces innovation and continuous improvement. By aligning leadership and workforce around a shared vision for the future, rubber molders can turn resistance into resilience and ensure their long-term success in an evolving marketplace.

Section 1: Diagnosing Resistance — The First Step to Overcoming Barriers

When it comes to driving organizational change in the rubber molding industry, resistance is inevitable. However, many companies fail to diagnose where that resistance comes from, opting instead to push through change without addressing the underlying barriers. This approach leads to failure more often than not. The key to overcoming resistance is first understanding what’s causing it. Diagnosing resistance is the critical first step in creating a roadmap for successful transformation.

Why Diagnosing Resistance is Essential

Richard Rumelt, in his book Good Strategy, Bad Strategy, explains that effective strategy starts with diagnosis. He writes, "The most important part of a strategy is not what you choose to do, but what you choose to understand." Before rubber molding companies implement any change—whether it's process improvements, new technology, or organizational restructuring—they must first understand the why behind the resistance they are facing. Leaders often assume they know the reasons for resistance, but surface-level assumptions rarely reflect the true, underlying causes.

Without this diagnosis, companies fall into the trap of applying generic solutions that don’t address the root problem. For example:

• Assumption: "Operators resist automation because they don’t want to learn new technology."
• Reality: "Operators resist automation because they fear job loss, lack training, and haven’t been included in discussions about how the new system will impact them."

Misdiagnosing resistance leads to wasted time, money, and trust. Leaders must start by digging deeper to identify the real obstacles in their organization.

Common Sources of Resistance in Rubber Molding Companies

Resistance to change in the rubber molding industry isn’t just about outdated equipment or processes. It’s often cultural, systemic, and deeply rooted in the way the company has operated for decades. Some of the most common sources of resistance include:

1. Fear of Job Loss: Automation and process improvements can lead to concerns about layoffs. Employees may resist changes that they perceive as threats to their job security.
2. Lack of Trust in Leadership: If employees have experienced failed change initiatives in the past, they may not trust leadership to follow through. This skepticism can make it harder to gain buy-in for future changes.
3. Skills Gaps: Employees may resist change because they don’t feel equipped to handle new processes or technologies. Without proper training, they feel left behind.
4. Cultural Stagnation: Many rubber molding companies have been around for decades and rely on "the way we’ve always done it." This entrenched mindset creates a barrier to innovation.
5. Poor Communication: When leaders fail to clearly communicate the purpose and benefits of a change initiative, employees are left confused, anxious, and disengaged.

Systems Thinking: Understanding the Whole Picture

Peter Senge, in The Fifth Discipline, emphasizes the importance of systems thinking when diagnosing resistance. Systems thinking means understanding that resistance isn’t isolated to one department or one person—it’s interconnected across the entire organization. For example, a change in production processes might create ripples in multiple areas of the business:

• Supply Chain: New production processes may require different raw materials or suppliers.
• Quality Control: Changes in processes might impact product quality, requiring adjustments in inspection protocols.
• Customer Relations: Customers may need reassurance that new processes won’t impact lead times or product performance.

By adopting systems thinking, leaders can see how resistance in one part of the organization may be linked to other issues. For example, resistance from operators may actually be a result of inadequate communication from leadership or fears stemming from previous layoffs.

A real-world example:

A rubber molding company decides to implement a Manufacturing Execution System (MES) to track production data in real time. Leadership assumes that resistance will come from older operators who aren’t comfortable with technology. However, a systems thinking approach reveals that the real issue is a lack of trust. Employees fear that the MES system will be used to monitor their performance in a punitive way, rather than as a tool for process improvement. By diagnosing this fear, leadership can address it directly—reassuring employees that the system is meant to help them, not punish them.

Confronting the Brutal Facts

Jim Collins, in Built to Last, emphasizes the importance of confronting the brutal facts of a company’s situation. In the context of diagnosing resistance, this means leaders must be willing to face uncomfortable truths about their organization. It’s not easy to admit that employees don’t trust leadership, that past change initiatives have failed, or that cultural stagnation is holding the company back. However, unless these brutal facts are acknowledged and addressed, resistance will continue to derail change efforts.

Consider this example:

A rubber molding company has been losing market share to competitors who have embraced automation. The leadership team decides to invest in new machinery to improve efficiency. However, when they announce the change, they’re met with significant resistance from the workforce. Upon closer examination, they realize that employees don’t trust leadership because of a history of broken promises. In the past, the company made cuts to benefits and wages after introducing new equipment. Employees fear that history will repeat itself.

By confronting these brutal facts, the leadership team can take steps to rebuild trust. This might involve open communication, involving employees in decision-making, and ensuring that the benefits of the new equipment are shared with the workforce.

Practical Steps for Diagnosing Resistance

Diagnosing resistance isn’t a one-time task—it’s an ongoing process that requires careful observation, listening, and reflection. Here are some practical steps rubber molders can take to diagnose resistance effectively:

1. Conduct Employee Feedback Sessions: Create safe spaces for employees to share their concerns. Make it clear that their feedback is valued and will be used to improve the change process.
2. Perform a Systems Analysis: Use systems thinking to identify how resistance in one area of the business may be impacting other areas.
3. Analyze Past Change Initiatives: Look at previous change efforts. What worked? What didn’t? What lessons can be learned?
4. Confront the Brutal Facts: Be honest about the challenges your organization is facing. Acknowledge past mistakes and demonstrate a commitment to doing things differently.
5. Involve Employees Early: Resistance often comes from feeling left out of the process. Involve employees in diagnosing the problem and developing solutions.

Section 2: Creating and Communicating a Shared Vision — Anchoring Change with Purpose and Focus

In the first step of overcoming resistance to change, we focused on diagnosing the root causes of resistance. Once a company understands why its workforce is resisting change, the next crucial step is to create a shared vision that inspires and motivates employees. It’s not enough to identify the problem—leaders must paint a compelling picture of the future and communicate it in a way that resonates with everyone in the organization.

However, crafting a vision isn’t just about articulating lofty goals. To overcome resistance to change, the vision must be anchored in the organization’s core strengths and purpose—what Jim Collins calls the Hedgehog Concept—and communicated consistently through actions, not just words. Employees need to see how the proposed changes align with the company’s identity and values, and how their contributions will help achieve that future.

As Simon Sinek famously said in Start with Why, “People don’t buy what you do; they buy why you do it.” In the same way, employees won’t fully commit to change unless they understand why it’s necessary, how it benefits the company, and—most importantly—how it benefits them.

The Why of Change: Building a Purpose-Driven Vision

The foundation of any successful vision is a clearly articulated "why". As we discussed in Section 1, resistance often stems from employees not understanding the purpose behind change. They’re more likely to resist new processes, technologies, or policies if they don’t see how these changes serve the company’s mission or their own roles.

Simon Sinek’s Start with Why provides a powerful framework for addressing this challenge. Sinek argues that people are inspired by purpose, not products or tasks. In the context of rubber molding companies, this means that employees won’t get excited about a new automation system simply because it improves efficiency. But if leadership can demonstrate that the automation system will reduce repetitive strain injuries, improve product quality, and secure the company’s future in a competitive market, employees are more likely to get on board.

For example, instead of saying:

“We’re implementing a new MES system to improve productivity.”

Say:

“We want to reduce manual reporting tasks for our operators, improve product quality, and ensure our company remains competitive so we can continue to provide good jobs for years to come, so we’re implementing a new MES system.”

The difference lies in connecting the change to a meaningful purpose that resonates with employees on a personal level.

Key Takeaway: Before introducing any change initiative, start by answering the question, “Why are we doing this?” Ensure the answer is clear, compelling, and aligned with your company’s core purpose.

Anchoring the Vision in the Hedgehog Concept

Creating a shared vision isn’t just about defining the “why.” It’s also about ensuring the vision is anchored in the company’s core strengths and long-term strategy—what Jim Collins calls the Hedgehog Concept in Good to Great. The Hedgehog Concept is the intersection of three key elements:

1. What you can be the best in the world at
2. What drives your economic engine
3. What you are deeply passionate about

In rubber molding companies, this might mean identifying a unique niche or expertise, such as sustainable rubber production, high-precision molding for medical devices, or superior customer service. The shared vision should reflect how the company’s proposed changes align with these core strengths.

For example, if a rubber molder’s Hedgehog Concept is to be the industry leader in sustainable manufacturing, the vision for implementing new technologies should emphasize how these changes will reduce waste, improve energy efficiency, and meet evolving environmental regulations.

By anchoring the vision in the Hedgehog Concept, leadership can ensure that the proposed changes aren’t seen as arbitrary or reactive, but as a natural extension of the company’s identity and long-term goals.

Key Takeaway: Use the Hedgehog Concept to focus your vision on what your company can be the best at, and ensure every change initiative aligns with that core strength.

Balancing Tradition and Innovation: Preserve the Core, Stimulate Progress

One of the reasons why change is particularly difficult in the rubber molding industry is the strong attachment to tradition. Many companies have been doing things the same way for decades, and employees may feel that new changes threaten the company’s legacy. To overcome this fear, leaders must balance preserving core values with stimulating progress—a concept from Jim Collins’ Built to Last.

Collins emphasizes that great companies endure because they know what to hold onto and what to change. They preserve their core values while remaining open to innovation and evolution. For rubber molders, this means:

• Preserving Core Values: Continue to emphasize quality, customer focus, safety, and craftsmanship—values that have defined the company’s success.
• Stimulating Progress: Introduce new technologies, processes, or business models that enhance these core values rather than replace them.

For example, a company known for its commitment to customer satisfaction can frame a process improvement initiative as a way to deliver even better service rather than as a disruptive change. By showing employees that the change supports the company’s core values, leaders can reduce fear and resistance.

Key Takeaway: Balance tradition with innovation by preserving your company’s core values while stimulating progress through continuous improvement.

The Flywheel Effect: Building Momentum Through Small Wins

Once the vision is established and communicated, the next step is to build momentum. Jim Collins describes this process as pushing the flywheel in Good to Great. The Flywheel Effect refers to the idea that sustainable change comes from small, consistent actions that build momentum over time. There’s no single dramatic moment of change—instead, it’s about a series of incremental wins that gradually move the organization toward its vision.

For rubber molding companies, this means that change initiatives should be broken down into manageable, incremental steps. Instead of introducing a massive, disruptive overhaul, focus on small wins that employees can see and celebrate along the way.

For example:

• Small Win: Implement a new cleaning procedure for molds that reduces downtime by 10%.
• Next Step: Introduce predictive maintenance software to further reduce unplanned downtime.
• Next Step: Train operators to use the software and take ownership of machine maintenance.

Each small win builds confidence and reinforces the shared vision, making employees more willing to embrace the next step in the process.

Key Takeaway: Sustainable change isn’t a single event—it’s a process of building momentum through consistent, disciplined actions that align with the company’s vision.

Practical Steps for Creating and Communicating a Shared Vision

To successfully create and communicate a shared vision, rubber molders can follow these practical steps:

1. Define the Why: Articulate the purpose behind the change in a way that resonates with employees.
2. Anchor the Vision in Core Strengths: Use the Hedgehog Concept to ensure the vision aligns with the company’s unique strengths.
3. Balance Tradition with Innovation: Show employees how the changes preserve the company’s core values while stimulating progress.
4. Break the Vision into Small Wins: Use the Flywheel Effect to build momentum through incremental successes.

Section 3: Empowering Employees — Involvement, Ownership, and Overcoming Resistance from Within

After diagnosing resistance and creating a compelling vision, the next critical step in overcoming resistance to change is empowering employees to take ownership of the change process. Without employee engagement, even the most well-crafted plans and visions will falter. To truly succeed, rubber molding companies must ensure that employees feel involved, valued, and capable of contributing to the change initiative. Empowered employees are more likely to embrace change, take responsibility for its success, and help overcome resistance within their teams.

But empowerment goes beyond just involvement. It means putting the right people in the right roles, leveraging their unique strengths, and creating internal champions who can inspire others to embrace change. At the same time, companies must recognize and address the concerns of naysayers, who—when engaged constructively—can become valuable contributors to the change process.

The Right People on the Bus: Building a Change-Ready Team

One of the most powerful concepts from Jim Collins’ Good to Great is the idea of getting the “right people on the bus”. In any organization, particularly one undergoing change, having the right people is essential to success. But what does this mean in the context of rubber molding companies?

It means identifying individuals within the organization who are aligned with the company’s core purpose (the Hedgehog Concept) and committed to its long-term vision. These individuals are not necessarily the ones with the highest titles or longest tenure; they are the people who demonstrate a willingness to adapt, learn, and contribute to the company’s success.

However, getting the right people on the bus is only half of the equation. Collins also emphasizes the importance of putting the right people in the right seats. This means placing employees in roles that allow them to leverage their unique knowledge, skills, abilities, and strengths to drive the change initiative forward.

For example, a skilled machine operator with a knack for problem-solving might be an excellent candidate to lead a process improvement team, even if they’ve never held a formal leadership position. Similarly, a quality control specialist with deep knowledge of customer requirements could be invaluable in aligning new processes with customer expectations.

Key Takeaway: Empowerment starts with getting the right people on the bus and ensuring they are in the right seats, where they can maximize their impact and contribute meaningfully to the change effort.

Leveraging Strengths and Creating Internal Champions

Marcus Buckingham, in First, Break All the Rules, highlights the importance of focusing on employees’ strengths rather than trying to fix weaknesses. Empowering employees to succeed during organizational change means recognizing what they do best and giving them opportunities to apply those strengths to the change effort.

In particular, internal champions play a vital role in driving change from within. These are the individuals who are respected by their peers, influential within their teams, and naturally enthusiastic about the change initiative. Internal champions serve as role models and motivators, helping to reduce resistance by demonstrating their own commitment to the change.

For example, during the implementation of a new automation system, an internal champion could be a production supervisor who understands both the technical aspects of the new system and the concerns of their team. By acting as a bridge between leadership and employees, this champion can help ensure a smoother transition by answering questions, addressing concerns, and maintaining enthusiasm for the change.

However, it’s essential to ensure that internal champions’ strengths align with the specific change they’re supporting. A champion for a technological upgrade, for instance, should have a solid understanding of the new technology and be able to communicate its benefits clearly. Conversely, a champion for a cultural change initiative might be someone with excellent interpersonal skills and a track record of fostering collaboration.

Key Takeaway: Identify and empower internal champions who can inspire and influence their peers. Ensure their strengths align with the goals of the change initiative to maximize their impact.

Involving Naysayers: Turning Resistance into Constructive Feedback

It’s easy for companies to focus on the enthusiastic supporters of change and ignore the naysayers—those employees who consistently push back against new ideas. However, this is a mistake. Naysayers often care deeply about the success of the organization and simply want to ensure that the change initiative is well thought out and executed effectively.

In First, Break All the Rules, Buckingham advises that leaders should engage with these critical thinkers rather than dismiss them. By involving naysayers in the change process, companies can identify potential pitfalls and weaknesses in the plan and address them before they become significant obstacles.

Here’s how rubber molding companies can engage naysayers constructively:

1. Invite them to ask tough questions: Encourage naysayers to poke holes in the change initiative and identify potential risks.
2. Involve them in solution-building: Once risks are identified, ask the naysayers to help develop solutions. This gives them a sense of ownership in the change process and reduces their resistance.
3. Recognize their value: Acknowledge that their feedback is critical to the success of the change initiative. When employees feel heard and valued, they’re more likely to become supporters rather than detractors.

For example, if a company is introducing a new quality control process, a naysayer might point out that the new process could slow down production. Rather than dismissing this concern, leadership could work with the naysayer to find ways to streamline the process while maintaining quality standards.

Key Takeaway: Don’t ignore the naysayers. Engage them in the change process to identify risks and build better solutions. Their feedback can strengthen the initiative and increase its chances of success.

The Role of Strength-Based Management

One of the most effective ways to empower employees during change is to adopt a strength-based management approach, as outlined in Buckingham’s First, Break All the Rules. This involves focusing on what employees do best and helping them apply those strengths to the change initiative.

Rather than trying to force all employees to adapt to change in the same way, strength-based management recognizes that different people will respond to change differently based on their unique skills and abilities. For example:

• Some employees may excel at problem-solving and be great at addressing unforeseen challenges during the change process.
• Others may be natural communicators and can help spread positive messages about the change to their peers.
• Some may have deep technical expertise and can serve as trainers or mentors for others.

Rubber molding companies looking to empower their employees further can leverage tools like Gallup’s StrengthsFinder assessment, detailed in Buckingham’s Now, Discover Your Strengths. This assessment helps individuals identify their top five strengths, which leaders can then use to align roles and responsibilities with employees’ natural talents.

For example, someone with strengths like Strategic, Learner, or Achiever might excel in leading process improvement projects, while someone with Connectedness or Communication could be a great internal champion for cultural change.

Encouraging employees to take the StrengthsFinder assessment and sharing the results within teams can improve self-awareness, team dynamics, and alignment during change initiatives.

By identifying and leveraging these strengths, companies can increase engagement, reduce resistance, and improve the overall success of the change initiative.

Key Takeaway: Use a strength-based management approach to empower employees by aligning their roles and responsibilities with their unique talents and abilities.

Practical Steps for Empowering Employees

To empower employees during organizational change, rubber molders can follow these practical steps:

1. Get the Right People on the Bus: Identify employees who are aligned with the company’s core purpose and vision.
2. Put the Right People in the Right Seats: Ensure employees are in roles where they can maximize their strengths.
3. Identify and Empower Internal Champions: Choose influential employees who can inspire others and support the change initiative.
4. Engage with Naysayers: Involve critical thinkers in identifying risks and building solutions.
5. Adopt a Strength-Based Management Approach: Focus on employees’ strengths rather than trying to fix weaknesses.

Section 4: Training and Support for Leadership and Workforce — Building Skills and Resilience for Change

Even with a compelling vision, the right people on the bus, and empowered internal champions, change initiatives can falter without adequate training and support for both leadership and the workforce. In the rubber molding industry, where tradition often reigns supreme, companies must equip their employees with the skills and knowledge needed to adapt to new processes, technologies, and cultural shifts. However, training is not just about technical skills—it's about building leadership resilience, identifying knowledge gaps, and fostering continuous learning to support long-term success.

For many rubber molders, investing in training may feel like a risky move, especially when employee turnover is high. However, as Henry Ford famously said, “The only thing worse than training your employees and having them leave is not training them and having them stay.” This section will explore how companies can address knowledge, skill, and ability (KSA) gaps, support leaders and employees through change, and ensure that training efforts are aligned with the organization’s long-term goals.

Level 5 Leadership: The Role of Humility and Resolve in Managing Change

In his book Good to Great, Jim Collins identifies Level 5 Leadership as the highest level of leadership capability. Level 5 leaders possess a unique combination of humility and fierce resolve, which makes them highly effective in managing change and driving long-term success. However, it’s important to understand the journey to becoming a Level 5 leader by first recognizing the progression of leadership capabilities.

At Level 1, leaders make valuable individual contributions through their skills and work ethic. By Level 2, they become strong team players who contribute to group success. At Level 3, they evolve into competent managers who effectively organize people and resources to achieve goals. Level 4 leaders inspire and motivate teams toward high performance through a compelling vision. Finally, Level 5 leaders combine the best qualities of each prior level with the humility to prioritize the organization’s success over their own personal gain and the resolve to ensure long-term, sustainable growth.

During periods of change, leaders often face uncertainty and resistance from their teams. A Level 5 leader demonstrates humility by acknowledging gaps in their own knowledge or expertise and seeking support from others to fill those gaps. At the same time, they show resolve by remaining steadfast in their commitment to the company’s vision and the change initiatives that will help achieve it.

In practice, this means that leaders in rubber molding companies must be willing to:

• Admit when they need help and identify team members who can provide the necessary expertise.
• Remain disciplined and persistent in pursuing the organization’s long-term goals, even in the face of setbacks or resistance.
• Balance empathy and accountability, understanding the challenges their employees face during change while holding them accountable for their roles in the change process.

For example, a plant manager overseeing the implementation of a new automation system might not have all the technical knowledge required to ensure its success. A Level 5 leader would recognize this and engage internal champions or external consultants to support the initiative, rather than attempting to manage it alone.

Key Takeaway: Effective leaders during change display humility in acknowledging their own limitations and resolve in pursuing long-term goals. These qualities build trust within the workforce and increase the likelihood of successful change.

Gallup Q12 Engagement Questions: Supporting Employee Engagement During Change

One of the most significant challenges during organizational change is maintaining employee engagement. Disengaged employees are more likely to resist change, perform poorly, and eventually leave the organization. The Gallup Q12 Engagement Questions, developed by Gallup based on decades of research, provide a practical framework for measuring and improving employee engagement.

The Q12 questions focus on key drivers of engagement, such as:

1. Do employees know what is expected of them at work?
2. Do employees have the materials and equipment they need to do their jobs well?
3. Do employees feel their opinions count at work?
4. Are employees receiving recognition for their work?
5. Do employees feel they have opportunities to learn and grow?

During change initiatives, leaders can use these questions as a guiding framework to ensure they’re addressing the most critical factors that impact employee engagement. For example:

• If employees don’t know what’s expected of them during a change initiative, confusion and resistance will grow. Leaders must clearly communicate roles, responsibilities, and expectations.
• If employees feel they lack the necessary tools or training to succeed, they will likely resist the change. Leaders must ensure that employees are adequately equipped to handle new processes and technologies.
• If employees don’t feel heard or valued, they are less likely to engage with the change effort. Leaders must actively seek feedback and involve employees in the change process.

By regularly assessing employee engagement using the Q12 framework, rubber molding companies can identify potential issues before they escalate and take proactive steps to maintain engagement throughout the change process.

Key Takeaway: Use the Gallup Q12 Engagement Questions or similar employee surveys to measure and improve employee engagement during change initiatives. Addressing these key drivers of engagement will reduce resistance and increase the likelihood of success.

Adult Learning Theory (Andragogy): Designing Training for the Workforce

One common mistake companies make when implementing training programs is treating adult learners the same as children. However, adult learning theory (also known as andragogy), developed by Malcolm Knowles, highlights the unique characteristics of adult learners and provides insights into how to design effective training programs.

According to Knowles, adults learn best when:

1. They understand why they’re learning something.
2. The learning is self-directed rather than imposed.
3. The learning is problem-centered, meaning it can be applied to real-world situations.
4. They can leverage their past experiences to enhance their understanding.

In the context of rubber molding companies, this means that training programs should be practical, relevant, and immediately applicable. For example:

• If a company is implementing a new machine, employees should be trained on how the machine will impact their daily tasks, rather than abstract theories about automation.
• If a company is introducing new safety protocols, employees should understand how these protocols directly protect them and improve their work environment.

Leaders should also empower employees to take ownership of their learning by providing self-directed learning opportunities, such as online courses, hands-on workshops, and peer mentoring programs.

Key Takeaway: Design training programs with adult learning principles in mind. Ensure that training is relevant, practical, and problem-centered, and allow employees to take ownership of their learning process.

Employees Leave Managers, Not Companies: The Role of Leadership Support

One of the most widely recognized insights from First, Break All the Rules by Marcus Buckingham is the idea that “employees don’t leave companies; they leave managers.” This concept is particularly relevant during change initiatives, when employees are more likely to feel uncertain, anxious, and stressed.

If employees don’t feel supported by their direct managers, they are more likely to disengage, resist change, or leave the organization altogether. Conversely, when managers provide guidance, encouragement, and accountability, employees are more likely to stay engaged and committed to the change process.

For example, a production line worker who is nervous about adopting a new piece of technology may feel overwhelmed and resistant. However, if their supervisor takes the time to explain the benefits of the technology, address their concerns, and offer hands-on training, that worker is more likely to embrace the change.

To support employees during change, managers should:

• Communicate frequently and transparently about the change initiative.
• Provide regular feedback and recognition for employees’ efforts.
• Offer ongoing support and resources to help employees succeed.

Key Takeaway: The quality of leadership support directly impacts employee engagement and retention during change initiatives. Managers must actively support their teams through the transition process.

Practical Steps for Building a Training and Support System

To ensure that training and support efforts are effective, rubber molders can follow these practical steps:

1. Identify KSA Gaps: Conduct a skills assessment to identify knowledge, skill, and ability gaps within the workforce that could impact the success of the change initiative.
2. Provide Targeted Training: Design training programs that address these gaps and align with adult learning principles.
3. Empower Self-Directed Learning: Provide opportunities for employees to take ownership of their learning through self-directed courses, workshops, and peer mentoring.
4. Measure Employee Engagement: Use the Gallup Q12 Engagement Questions to assess and improve employee engagement throughout the change process.
5. Support Leaders and Managers: Ensure that managers are equipped to support their teams through change, providing guidance, encouragement, and accountability.

Section 5: Maintaining Momentum and Celebrating Milestones — Keeping the Flywheel in Motion

Organizational change is rarely a one-time event. It’s an ongoing journey that requires consistent effort, discipline, and focus to maintain momentum. In the rubber molding industry, where tradition and routine dominate, it’s easy for leaders and employees to revert back to old ways once the initial excitement of a change initiative wears off. To avoid this, companies must build systems and routines that keep the organization moving forward.

This section will cover three critical concepts for maintaining momentum during change: setting Key Performance Indicators (KPIs) aligned with the company’s Hedgehog Concept, celebrating milestones to reinforce progress, and applying Lessons Learned to create a continuous improvement cycle.

The Flywheel Effect vs. The Doom Loop

Jim Collins’ concept of the Flywheel Effect, introduced in Good to Great, provides a powerful metaphor for maintaining momentum during change. The flywheel represents the cumulative impact of small, consistent actions over time, which eventually leads to sustained success. In contrast, the Doom Loop represents companies that jump from one initiative to another without discipline, leading to confusion, burnout, and failure.

In the context of rubber molding companies, the Flywheel Effect shows that success doesn’t happen overnight. It requires consistent action, small wins, and disciplined focus to keep the flywheel moving. Once momentum is established, it becomes harder to stop, and success becomes self-reinforcing.

On the other hand, companies that get caught in the Doom Loop are constantly reacting to problems and chasing quick fixes, without a clear, cohesive strategy. This lack of discipline leads to inconsistent results, employee frustration, and stagnation.

Practical application:

• Flywheel mindset: Focus on small, consistent actions that contribute to long-term success.
• Avoid the Doom Loop: Don’t abandon initiatives prematurely or change direction without evaluating progress.

For example, if a company invests in a new quality control process, it’s essential to stick with it long enough to see results. If initial challenges arise, leadership should focus on problem-solving and continuous improvement, rather than scrapping the process and moving on to something new.

Key Takeaway: The Flywheel Effect highlights the importance of sustained, disciplined action. By focusing on small wins and continuous improvement, companies can build lasting success and avoid the reactionary Doom Loop.

KPIs Aligned with the Hedgehog Concept

One of the best ways to track progress and maintain momentum during change is by using Key Performance Indicators (KPIs). KPIs are specific, quantifiable metrics that help companies evaluate their success in achieving strategic goals. However, not all KPIs are created equal—they must be aligned with the company’s Hedgehog Concept to ensure they measure progress toward what truly matters.

In Good to Great, Collins emphasizes the importance of focusing on what your company can be the best at. For rubber molding companies, KPIs should measure progress toward this core strength, rather than generic metrics that may not reflect meaningful improvement.

For example:

• If a company’s Hedgehog Concept is to be the industry leader in sustainable production, relevant KPIs might include reductions in waste, energy consumption, and emissions.
• If the Hedgehog Concept focuses on product quality, KPIs might measure defect rates, customer complaints, and on-time delivery rates.

By aligning KPIs with the Hedgehog Concept, companies can track progress in a way that reinforces their core purpose. This ensures that employees see how their efforts contribute to the company’s long-term success, increasing engagement and reducing resistance to change.

Practical application:

• Define KPIs: Identify key metrics that align with the company’s Hedgehog Concept.
• Track progress: Regularly review KPI performance to measure progress and make adjustments as needed.
• Communicate results: Share KPI updates with employees to keep them engaged and motivated.

Key Takeaway: KPIs must be aligned with the company’s Hedgehog Concept to measure progress toward meaningful goals. This alignment ensures that employees see the impact of their efforts and remain engaged in the change process.

Celebrating Milestones: Recognizing Progress and Reinforcing Commitment

Change initiatives require effort, time, and teamwork, which can be exhausting for employees. To keep morale high and maintain momentum, it’s essential to celebrate milestones along the way. These milestones don’t always need to be tied to KPIs—they can be project completions, successful implementations, or overcoming significant challenges.

Celebrating milestones serves several purposes:

1. Boosts morale: Recognizing employees’ hard work shows that their efforts are valued and appreciated.
2. Reinforces commitment: Celebrating progress reminds employees of the company’s commitment to the change initiative.
3. Creates a sense of achievement: Milestones provide a sense of accomplishment, even if the overall goal is still a work in progress.

For example:

• Completing the first phase of a new automation system could be a milestone worth celebrating, even if the full implementation is still ongoing.
• Achieving a significant reduction in waste as part of a sustainability initiative could also be celebrated to reinforce the company’s focus on environmental stewardship.

Celebrations don’t need to be elaborate or costly. They can be as simple as a team lunch, public recognition, or a personal thank-you note from leadership. The key is to acknowledge progress and keep employees motivated.

Key Takeaway: Celebrating milestones helps maintain momentum and reinforces commitment to change initiatives. Recognizing progress keeps morale high and ensures employees remain engaged.

Lessons Learned: Creating a Culture of Continuous Improvement

In The Fifth Discipline, Peter Senge introduces the concept of Lessons Learned, which is widely used in project management. Lessons Learned involves reflecting on what worked, what didn’t, and what can be improved after each phase of a project or change initiative.

For rubber molding companies, capturing Lessons Learned is critical to becoming a Learning Organization—an organization that continuously improves by learning from its experiences. This process helps companies avoid repeating mistakes, replicate successful strategies, and adapt to changing circumstances.

Practical application:

1. Document insights: After each phase of a change initiative, document what went well, what didn’t, and what could be improved.
2. Share insights: Communicate Lessons Learned with the entire organization to promote a culture of learning.
3. Apply insights: Use Lessons Learned to improve future change initiatives and adapt strategies as needed.

For example:

• After implementing a new production process, a company might document that additional training was needed for operators. By capturing this insight, they can improve future training programs and avoid similar issues in future projects.

Key Takeaway: Applying Lessons Learned creates a culture of continuous improvement. By reflecting on successes and challenges, companies can build resilience and adaptability over time.

Practical Steps for Maintaining Momentum

To maintain momentum during change initiatives, rubber molding companies can follow these practical steps:

1. Apply the Flywheel Effect: Focus on small, consistent actions that build momentum over time.
2. Define and Track KPIs: Identify key metrics aligned with the company’s Hedgehog Concept to measure progress.
3. Celebrate Milestones: Recognize progress and achievements to keep employees motivated and engaged.
4. Capture Lessons Learned: Reflect on successes and challenges to create a culture of continuous improvement.

Conclusion: Embracing Change with Purpose, Discipline, and Resilience

Overcoming resistance to change is one of the most critical challenges facing rubber molding companies today. In an industry steeped in tradition, where established processes have been in place for decades, the idea of changing how things are done can feel daunting, even threatening. However, as we’ve explored throughout this article, change is not only inevitable—it’s necessary for survival and long-term success. The key to successfully navigating change lies in understanding why resistance happens and implementing proven strategies to align leadership and employees around a shared purpose.

At the core of this journey is purpose—the “Why” behind every change initiative. As Simon Sinek emphasizes in his book Start With Why, companies that clearly communicate the purpose behind their actions are more likely to earn the trust and buy-in of their employees. Change efforts that are tied to a company’s core values, long-term vision, and customer needs stand a much better chance of succeeding because they resonate on a deeper level.

But purpose alone is not enough. Successful change also requires discipline and focused action. Jim Collins’ concepts from Good to Great—the Hedgehog Concept, the Flywheel Effect, and Level 5 Leadership—offer practical frameworks for ensuring that change efforts are grounded in what the company does best, are driven by consistent actions, and are led by humble, determined leaders who focus on the greater good of the organization. Leaders must ensure they have the right people on the bus, in the right seats, and empower them to take ownership of the change process. Leveraging employees’ strengths and creating internal champions is critical to overcoming resistance from within.

Rubber molding companies must also recognize that resistance is not always a bad thing. Naysayers and skeptics—when engaged constructively—can provide valuable insights and help identify potential pitfalls before they derail the change initiative. As Marcus Buckingham highlights in First, Break All the Rules, empowering employees to express their concerns, while focusing on their unique strengths, can foster a culture of trust, innovation, and continuous improvement.

The journey doesn’t end with the launch of a change initiative. Companies must maintain momentum through consistent tracking and celebrating progress. Using Key Performance Indicators (KPIs) aligned with the company’s Hedgehog Concept ensures that success is measured in meaningful ways. Celebrating milestones along the way helps reinforce employee engagement, and implementing Lessons Learned creates a culture of continuous improvement, ensuring that each change effort builds upon the successes and insights of the past.

Finally, let’s not forget the importance of understanding how adults learn. Malcolm Knowles’ Andragogy (Adult Learning Theory) reminds us that adults learn best when they understand why they’re learning something, when learning is problem-centered, and when they feel ownership over the process. Providing employees with the right training, support, and opportunities to contribute to the change effort ensures that they feel equipped and confident to embrace new ways of working.

Recommended Reading List for Driving Organizational Change

?? Start With Why by Simon Sinek A powerful guide to understanding the importance of purpose in leadership and communication, emphasizing that people are more motivated when they understand the "why" behind their work.

?? Good to Great by Jim Collins A must-read for leaders looking to transform their companies through disciplined focus and long-term strategies. Concepts like the Hedgehog Concept, the Flywheel Effect, and Level 5 Leadership are essential tools for managing change.

?? Built to Last by Jim Collins and Jerry I. Porras Explores how visionary companies maintain their success over time by preserving their core values while stimulating progress and innovation.

?? First, Break All the Rules by Marcus Buckingham A practical guide for managers on how to empower employees by focusing on their strengths and creating a culture of engagement and trust. It also introduces the Gallup Q12 Engagement Questions, a powerful tool for improving employee engagement.

?? Now, Discover Your Strengths by Marcus Buckingham This book builds on the concept of strength-based management, encouraging leaders to focus on identifying and leveraging the unique strengths of their employees rather than trying to fix their weaknesses. It also introduces the StrengthsFinder assessment, a valuable tool for understanding your team’s top strengths.

?? 12 - The Elements of Great Managing by Rodd Wagner and James Harter Based on Gallup's groundbreaking research, this book breaks down the twelve core elements that drive employee engagement and performance. It provides actionable insights for managers to foster a culture of trust, growth, and engagement, which are crucial during organizational change.

?? Good Strategy, Bad Strategy by Richard Rumelt A critical guide to developing effective strategies by focusing on diagnosing challenges, setting guiding policies, and taking coherent actions. This book helps leaders avoid the pitfalls of vague aspirations and instead create clear, actionable plans to achieve meaningful results.

?? The Fifth Discipline by Peter Senge A foundational text for understanding systems thinking and creating learning organizations that can adapt and thrive in changing environments. The book outlines how organizations can foster continuous improvement and learn from their experiences.

?? Andragogy in Action by Malcolm Knowles A deep dive into Adult Learning Theory (Andragogy), which provides valuable insights into how adults learn best and how organizations can create effective training programs that resonate with their workforce.

Final Thoughts

The rubber molding industry stands at a critical crossroads. Companies that continue to cling to outdated methods and resist change will likely find themselves struggling to remain competitive. On the other hand, companies that embrace change with purpose, discipline, and resilience will thrive in an evolving marketplace.

By leveraging the insights from the resources shared in this article and implementing the practical strategies we’ve discussed, rubber molding companies can transform their approach to change. They can move beyond resistance and create organizations that are adaptable, innovative, and continuously improving.

Change is never easy. But with the right tools, mindset, and leadership, it is possible to turn resistance into a catalyst for growth.

Note to My Readers

The journey of transformation in the rubber molding industry is not an easy one, especially when it comes to overcoming resistance to change. My hope is that this article serves as a practical guide to help leaders and teams navigate the challenges of modernizing their operations, fostering innovation, and creating cultures that embrace continuous improvement. The concepts I’ve shared are drawn from my own career experiences and the wisdom of experts whose work has profoundly shaped how I approach organizational change.

I share these insights not to sell a service or to promote my own work, but because I believe in lifting up the entire rubber molding industry by encouraging meaningful, lasting change. The future of this industry depends on our ability to adapt, innovate, and inspire our people to reach new heights.

Thank you for taking the time to read this article and for being part of this ongoing conversation. Your feedback, engagement, and willingness to challenge traditional thinking is what will drive our industry forward.

Keep an eye out for the next article in this series, which will explore Upskilling and Training for New Technologies. We’ll discuss strategies for building effective training programs to ensure your workforce is equipped to handle modern manufacturing technologies, a crucial step in securing your company’s long-term success.

Question for Readers

"What has been the biggest barrier to change you've experienced in your organization, and how did your team work to overcome it? If you're still struggling with resistance to change, what strategies have you found helpful—or not helpful?"

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