In any organization, performers and, particularly, 'high performers' are treated as premium assets. However, when the organization undergoes a major overhaul that is warranted for strategic reasons, these persons sometimes refuse to change.
Your views.

From United States, Daphne

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True. There are some individuals who would like to get away with their style as long as it works for them.
If Management desperately needs them, they give a long rope. When these individuals become no longer indispensable, they are shown the door.
V Raghunathan

From India
Dear Mr N Gurjar,
Can you please confirm what was the major overhaul, what was the strategic reason and then who refused the change and why they refused? Unless you provide the context, it will be difficult to comment.
Dinesh Divekar

From India, Bangalore

It is likely that high performers may resist change, particularly when major transformative changes are attempted. Having already won several laurels and being recognised as 'Stars' in the existing set-up, they would have misgivings on whether they would be able to deliver as before and get same or better favourable reviews. Already there may be some grapevine in the organisation about who all are going to be affected favourably/unfavourably. It is necessary to take cognizance of all such misapprehensions and make conscious attempt to get them removed. Communication is the key to resolve the issues and you may have to look for various tools and techniques. You may have to use collective communication channel and even one to one channel with the informal group leaders and opinion makers. Formal communication has to be supplemented with informal channels, so also try to discern the undercurrent in the organisation and take effective counter-action.
From India, Mumbai
Dear Mr Gurjar,
Your query which is 'fishing' in nature, seeks views on why high performers refuse to change at the time of overhauling/ strategic changes.
It perhaps stems from the anxiety about what way and how those changes are going to affect their future. In the absence of effective communication in which they are conveyed to become part of the vision of the change and better role awaiting for them to take new challeges ,they are bound to maintain status quo .
Vinayak Nagarkar

From India, Mumbai

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