so imagine you

so imagine you introduce a new process and then they say, yeah, I'm not doing that. There's actually one of three things that might be happening that's creating that kind of response. So let's dig into it. The first scenario is a skill gap. They say they can't because they don't know how and this is a situation where you actually just need to coach them through it. You say something like, let's walk through it together the first time, and then moving forward, I expect you to take this on and run with it without me. So you do the one rep, hold the standard. The second scenario is that they know how, they just won't. It's actually a standards conversation. So you can say, I'm open to feedback on the process, but "I'm not doing it" isn't one of the options. This is how we're operating moving forward, and I need you to comply with that process. And if the behavior continues after that, then it's no longer a coaching conversation, or a process problem, it is a fit problem. The third scenario is that don't understand why this process exists. They don't understand the purpose behind it. They feel like it's pointless bureaucracy. Talk them through it and explain how it fits into the bigger picture, why it's important, why it helps them. Ultimately, sometimes they may not agree, but the work still needs to get done. And so if they still get the why, but they refuse, it becomes a fit problem. Most leaders skip this diagnosis of where the no is coming from, because it feels like you're making the situation bigger than what it needs to be, but you're not. This is exactly how standards erode. The rule might be very small, but it's about how the precedent and enforcing standards, and that part of it is a big deal that you need to say on top of and make sure you follow through every single time with your team.