FIELD GUIDE:
Managing People Who Block Progress

“Addressing resistance and negativity isn’t just about correcting behavior; it’s about protecting your values and the progress of your business.”

— Paul Edwards, CEO & Founder of CEDR HR Solutions

Keep reading for a condensed version of our Blocker’s Guide. Or download the complimentary full version below!

A letter from our CEO & Founder, Paul Edwards

Why this conversation matters

Over the years working in HR, I’ve sat in on hundreds of meetings with top practice coaches nationwide. I’m often there to chime in on HR questions, and one question almost always comes up as the session winds down:

“How do I get my team on board with new ideas—especially that one team member who seems to agree but never really buys in?”

The team members who don’t buy into change or are resistant to progress are known as blockers.

Before we go further, in the full Blocker’s Guide (which you can download at the button above or below this Field Guide), I share a five-step process that you can easily implement to get your team on board, enroll your blocker to support you, and as a bonus, also create accountability through measuring and reporting on progress.

The positive impacts of exploring and implementing change in your business can change your life.

To drive meaningful change, leaders and their teams must approach challenges and the evolution of running your practice with curiosity and openness. Authentic leadership involves testing new ideas and being willing to learn from the outcomes, even if they don’t always align with initial predictions.

To that end, I encourage blockers to see themselves as explorers—trying different methods and embracing experimentation. Sometimes, their concerns will be validated, and an approach might fall short. But more often than not, an unexpected benefit, insight, or improvement emerges, adding value to the organization in ways they couldn’t foresee.

Emphasizing that we need to try some things regardless of the predictions shifts the focus from solely achieving the “right” outcome to valuing the process.

It’s often ironic that the employees who resist change, refuse to try new approaches, or consistently respond negatively to course corrections are the same individuals we rely on in many other areas.

These are often long-term team members, leaders by title or default, whose stability and deep knowledge are vital to the organization. Other employees look to them for guidance; their expertise is crucial when exploring and implementing new ideas.

Yet, their resistance can be a significant obstacle to progress, making it essential to address their behavior thoughtfully and effectively.

By committing to a culture of exploration and measured risk, leaders not only set a tone of continuous improvement but also inspire their teams to invest in growth, adaptability, and innovation.

A Gallup study found that 67% of employees are not engaged (blockers can fall within this category), dragging down productivity.
–Gallup. State of the Global Workplace: 2023 Report.

Important Legal Considerations

Before addressing these challenges, it’s essential to remember that employees have the right to voice certain types of complaints at work, and this is protected by law.

For instance, the National Labor Relations Act provides specific guidelines and restrictions for employers handling complaints from employees related to benefits, pay, and working conditions. It’s important to tread carefully, particularly when the complaints may involve legally protected activities.

This is one of the areas where access to specialized HR support can be very helpful because we know how to help you navigate the laws and still take control.

Now for the Human Approach

We’ve written extensively about the value of weekly or, at the least, consistent one-on-ones as a technique for creating better retention and relationships with employees.

One-on-ones should be a catalyst for celebrating wins and improving things. While we want one-on-ones to be kept as positive as possible, they can be a private and less formal setting for addressing concerns.

In this instance, the one-on-one is the catalyst for everything that follows.

Steps to Addressing and Managing Your Blockers:

Blockers may view change as disruptive to their established routines.

Following Listen, Empathize, Redirect, Require, and Measure can help them gradually adapt:

1. Listen to understand their concerns, validating their perspective.
2. Empathize with their hesitations and respect their experience.
3. Redirect the focus toward positive outcomes and shared goals.
4. Require clear, measurable actions that align with team objectives.
5. Measure progress through consistent follow-ups, praising improvements and addressing setbacks promptly.

With structured, empathetic conversations and accountability, blockers can shift from resisting change to embracing it, aligning their efforts with the team’s progress and success.

Remember, you can download our full guide below to see these steps in action and learn how to use them. 

Let’s continue by going through some blocker types and how to manage each one specifically. 

Different Types of Blockers – and the Solutions

The Stubborn Expert

Traits to Watch Out For: Prefers to rely on old methods from previous workplaces, often says, “At my last job, we did it this way,” pushes back against new tools or processes, and avoids integrating into the new company culture.

Level of Experience: High level of experience in another practice or industry, but newer to the current workplace. They are knowledgeable but inflexible about adapting to new environments.

Behavioral Clues: Tries to replicate their old workplace’s methods, wants to make changes without taking time to understand the current way of doing things, and expresses reluctance to adapt to the norms or methods of the new workplace.

Impact on Team: Can slow down onboarding and integration, creating friction with colleagues. Their resistance to change might frustrate managers and team members trying to build a cohesive environment.

Best Approach: Encourage a learning mindset by explaining the reasons behind practices. Highlight how the current methods lead to good outcomes in this particular workplace. Provide mentorship or peer support to ease their transition.

The Situation:

You introduce a standardized patient care protocol designed to ensure consistency in how all employees interact with patients, including specific treatment planning methods and documentation processes. Your new doctor, confident in their own experience, resists following these protocols and often says, “At my last practice, we did it differently, and it worked just fine.” They continue to use their own established methods instead of aligning with your standardized procedures.

GUIDANCE IN ACTION – What You Can Say

Step 1, Listen – “I know you bring a lot of experience from your previous practice, and I respect the skills you’ve developed. I’d love to hear your perspective on our patient care protocol. What do you see as the main differences between our methods and what you’re used to?”

Step 2, Empathize – “I understand that it’s tough to switch to a new way of doing things when you’ve seen success with your previous methods. It makes sense that you’d feel more comfortable using techniques you’re already familiar with.”

Step 3, Redirect – “The reason we’ve implemented this standardized protocol is to ensure that every patient receives the same level of care, no matter who they see. It’s about creating a consistent experience across the board, which helps us maintain the trust and quality that our patients expect.”

Step 4, Require – “It’s essential for us to follow the standardized protocols we’ve set. They’re in place to protect our patients and ensure everyone on the team is aligned. I need you to start using these methods with every patient starting this week. If you encounter any issues or areas where you think improvements could be made, I’m happy to discuss them, but we need to be consistent in following the established guidelines.”

Step 5, Measure – “I noticed that you’ve started using the standardized treatment planning method with your patients—thank you for making the shift. Have you noticed any differences in your workflow? I also wanted to mention that we’ve seen a more consistent patient experience overall, and that’s a big win for the whole practice.”

The Isolated Ego

The employee who takes over a role and refuses to ask for help. Their ego and lack of collaboration skills block progress.

Traits to Watch Out For: Tries to do everything on their own, says things like, “I’ve got this,” avoids asking for help, struggles with collaboration, and often dismisses input from colleagues.

Level of Experience: Moderate to high experience level, often someone looking for upward mobility and/or power. Their pride makes them reluctant to seek assistance.

Behavioral Clues: Takes on projects solo, avoids feedback, doesn’t share progress updates, and tends to make unilateral decisions that affect the team without consultation.

Impact on Team: Blocks collaboration, prevents collective problem-solving, and causes delays or missteps that could have been avoided with input from others. Can frustrate colleagues who are excluded from the process.

Best Approach: Encourage collaboration by framing it as a strength. Create team structures where information sharing is essential, and offer positive reinforcement when they seek help or involve others. Emphasize that collaboration leads to better outcomes for all.

Need the scripting for what to say to these types of blockers? Download the full guide below!  

In the full Blocker’s Guide, find the five-step process that you can easily implement to get your team on board, enroll your blocker to support you, and as a bonus, also create accountability through measuring and reporting on progress.