KEY POINTS:
It seems some people put a lot of energy into resisting change - especially when it's the idea of a new recruit.
Thankfully, there are plenty of people who believe that when a new member of staff joins a company it is a golden opportunity - not just for the new employee but for the company and its staff.
Patti Gwynne is a mentor and company coach. She says companies should rely on new staff to give a fresh perspective on the company.
"New members of staff are valuable during those first three months in the new job because they will see so many things that could be done better," says Gwynne.
"During that time, they arrive fresh with lots of ideas and residual knowledge from their previous job and some great ways to do things.
"They are not locked into the mindset of 'this is how we do it' and so can suggest valuable changes. That first 90 days is a time for managers to tap into that creativity and fresh view that you can get from a new employee."
Robyn McArthur, marketing manager at training firm David Forman, says it is key the new person knows who he or she can go to with ideas.
"They also need to know that their ideas are going to be welcomed and acknowledged," she says. "And that comes down to the leadership skills of the team leader or manager.
"Even though a manager may not agree with the ideas, they should be acknowledged and mentioned at team meetings so other people can comment and take a look at them.
"At least one or two of the new ideas should be incorporated in some way so that the person does not get disheartened.
"An experienced manager will take the time to listen and explain why some ideas wouldn't work. But they should also be prepared to implement good ideas because that reflects well on them and the whole team."
Gwynne agrees, saying that when she ran her own company employing 40 people she used to put aside one hour a week to speak to new staff about what they thought of the way the company was being operated.
"Just before drinks on a Friday, I'd invite them into the office and talk to them about what they were seeing and if they had any ideas about the way we did things, because at that time they were not yet set into the culture of the company."
But what about those people who find their new ideas being rejected out of hand by long-standing staff set in their ways?
"What happens is that people who have been with a firm for a long time - and nowadays five years is a long time - have probably seen new ideas start and fail," says Gwynne.
"Fear and ego also play a part in rejecting otherwise bright ideas.
"So these established colleagues can take a cynical view of the fresh idea. And one reason for this is that new ideas are rarely new at all ... the difference is that they can come with new energy.
"Some people want to burst the bubble and not go along with that enthusiasm. But that shouldn't stop people trying and giving it a go. Sometimes the reluctance for change comes down to leadership and a manager who doesn't support change themselves."
Sometimes, convincing a manager to run with new ideas can be the hardest part for a newbie and the way to approach the boss, says Gwynne, is with praise and positive statements, rather than appearing to be critical of the organisation and its staff.
"The first thing to do is find someone who is of like mind and to put their ideas in writing with a solutions focus rather than a critical focus.
"A new employee might say 'I've been working here for two months, I've seen some great things happening, I like the way things are done - but I have an idea that will make it even better'."
The trick, says Gwynne, is to acknowledge some good things are already happening and this new idea will take the company up a notch.
McArthur says often with a bit of brainstorming managers and colleagues can build and refine a new idea and that will benefit everyone.
"Adopting a new idea can make a manager look good because they will be seen to have a vibrant and enthusiastic team."
* www.stevehart.co.nz
