Hi, I’m Nicola, the People Mentor. Today I want to dive into a kind of a tricky topic. How to handle those office veterans who’ve been around forever and, feel like they’ve seen it all and done it all.
They know their job inside out, no question about that. But sometimes their behaviour can be a bit challenging. It’s tough to know how to deal with the behaviour when you feel you don’t want to rock the boat. Their knowledge is to be respected, yet at the same time you need to ensure that the atmosphere in the office stays cool and everyone can do their job without, unnecessary tension.
The fear of change and being left behind can be rooted in our psychology
So let’s look at some tips and tricks on how to keep things smooth and productive while showing our old timers that change can be a good thing.
And yes, I’ve been one of those old timers, so I’m speaking from an experience.
So let’s think about our office veterans for a second. They’ve been doing their thing for years, maybe even decades.
They’ve seen colleagues come and go, watched as management strategies changed, managers went and they ve survived every office restructure. It’s a bit like they’ve seen every episode of the world’s longest workplace sitcom.
They’re comfy, settled and they’re comfortable. They’ve seen so many managers come and go, often it just felt like they have worked to move them on.
But here’s the thing.
When change comes around, and it always does, it can be a big old pain in the neck for them. they’re used to doing things a certain way and they’re good at it. So when the powers that be decide it’s time to shake things up, our old timers can feel pretty rattled and stressed.
Imagine you’re an employee in a coffee shop and the management suddenly decides to swap their beloved espresso machine for some new fangled contraption. It’s a whole new ball game in learning the new machine well, the same as when new software comes in, people feel unnerved and lost.
It’s like that for veterans in their professional world.
It can feel threatening, like their experience doesn’t matter anymore.

And to be fair, no one wants to feel like they’re being left behind.
Now, on the flip side, these changes can sometimes come with behaviours from these individuals that rub others the wrong way.
Maybe they’re a bit resistant or seem set in their ways. Which can be tricky to handle.
But understanding where they’re coming from, the fear of change and the discomfort of shifting routines can go a long way towards smoothing out those fears.
Remember, it’s about bridging that gap.
And change doesn’t have to be scary, it’s just another episode in the sitcom.
The fear of change and being left behind can be rooted deeply in our neuroscience and psychology. Our brains are wired to prefer routine and predictability. It’s all about survival.
Back in our caveman days, the unknown often meant danger. So our brains developed a sort of automatic red flag system for anything that wasn’t the norm.
This is why change can trigger a fear response, setting off our brains alarm bells and making us feel threatened psychologically.
This ties into our fear of losing our social standing or becoming irrelevant.
We’re social creatures who thrive on being part of a group and the idea of being left behind can feel like social exclusion, a big no no for us.
These fears can become intensified in the workplace where change is often fast paced and continuous. Understanding these natural responses to change can help in managing them more effectively. after all, the first step in overcoming fear is understanding it.

Veteran employees may resist change when faced with new technology or processes
Let’s look at some typical behaviours you might see from our veteran employees when faced with change or challenges.
Resistance to change.
They’ve been doing things a certain way for so long they might baulk at new methods or processes, especially if they don’t immediately see the benefits. A reluctance to learn new tech.
If new technologies are introduced, they might struggle with or even actively avoid learning how to use it, sticking to old systems they’re comfortable with.
And I remember this well when we were trialling Google at Google Drive and in the workplace and we just got used to it when they announced that we were moving to Windows and Microsoft and it was like oh no, here we go again. We’ve just learned that. Oh my goodness, I’m not going be able to do it. It was bad enough last time. So that’s kind of what’s sitting behind their resistance.
Dominating conversations is another sign that you might see since they’ve been there longer.
They may dominate meetings or discussions, assuming their way is the best way.
Or they can be disengaged if they feel their experience and knowledge aren’t being valued.
They might cheCK out emotionally, becoming less involved in team initiatives or projects.
You might see frustration or irritability.
They might express frustration or become easily irritated, especially if they feel they’re being pushed aside for newer ideas or younger employees.
Or they’re simply just been ignored.
Another thing you might see is Iis the person being overly critical or they could be cynical or critical of new ideas. Particularly if they feel the changes aren’t necessary or they don’t improve on the current situation.
And even more so they’ve seen similar changes in the past and they haven’t worked before.
Remember these behaviours are often driven by fear or discomfort rather than a desire to be difficult.
Understanding and addressing these feellings can help when navigating these behaviours and bringING about positive change.
How can you help your office veterans adapt to new ways of doing things.
So you’re wondering how to help your office veterans adapt to new ways of doing things.
Well here are 10 tips.
Ease them into it please don’t just drop the change bomb and run.
Introduce new stuff gradually, one step at a time.
Understand as part of this that we’all got different learning styles so take time to understand all your team’different styles and cater for that.
Understand people are all different and some take longer to learn new stuff.
I remember struggling with learning how the self assessment tax, service calculated what tax was due for the pensioners and what their tax code was. Three days of training later I felt a total dunce. I still hadn’t got it.
It was a great lesson for me as I’d never struggled before with any training and it made me understand that if someone isn’t getting it one way you need to change your approach to help them.
Patience is key.
Rome wasn’t built in the day and your employees won’t adapt overnight.
Give them the time they need.
In this fast paced world there is a tendency to expect everyone to get up to speed quickly but life isn’t like that.
Show them the perks.
So make it clear how these changes will make their lives easier, not harder.
Remember, everyone loves a good perk.
In other words, share the benefits.
I often see businesses share the benefits for them but people need to know how it will help them, not the business.
Stand in their shoes, understand their concerns and make sure that they know that you do.
It’s all about empathy.
Be curious and ask questions to get to what’s troubling them so that you can support them.
Often I used to find a bugbear was that they didn’t feel listened to and as a result rebelled.
And I’ve even done that when I felt like I wasn’t been listened to. if I’m honest.
Teach, don’t preach.
So give them the training they need to get comfortable with new tech or processes. A little hand holding has never hurt anyone. and don’t do the training only once if they are struggling to absorb the information.
Also crucial is the timing for the training.
If you do the training weeks before the software or whatever the change is that is coming in, they won’t remember and let’s be honest, would any of us?
Another important issue is how we give the training. Use a variety of mediums and that goes back to learning style again.
Make them feel valued.
Show them that their experience and skills are still super valuable even in this brave new world.
Part of the way to do this is to listen to what they’re saying and then asking for their constructive ideas.
Show them by asking the right questions that you want to know their insights and solution and that leads on to invite their input.
Let them have a say in the change process.
They’ll feel more involved un less like changes being forced on them. If you find the person’been quite negative, buddy them up to team members who are positive and who listen and involve others. Often the positivity can rub off.
One great exercise to do with a team is DeBono’s six thinking hats. As you can get team members to wear a hat and approach the discussion in a way that’s quite different from their normal style.
For the veteran who’s feeling somewhat negative, I would consider using the yellow hat for brightness and optimism. Under this hat, you would explore the positives and probe for value and benefit. You can find out more about this exercise here.
Positive reinforcement is another one.
When they make progress, let them know they’re doing a great job. A little praise goes a long way.
And make it specific so they understand exactly what it is that has made the difference. Also, as part of this, talk about their strengths as this will reinforce positivity and encourage more of what you need to see.
Also use the buddy system.
Pair them up with other employees in the team so it complements their strengths. It’s a win win. They learn new skills. And the employees on the other hand, the other ones learn from their experience.
Encourage your team to share their strengths and support each other. It will make the team more productive and it builds a support network.
Lastly, celebrate successes.
Make sure you celebrate the small wins as they adapt to changes.
A little celebration can be a great motivator to keep pushing forward and create this as part of your team culture.
Remember, change isn’t easy for anyone, especially for those who’ve been doing things a certain way for a long time. But with patience, understanding and a bit of strategy, you can help your veteran employees navigate their way into the new and exciting future.
Remember, it’s all about respect and understanding. You’re aiming for a conversation, not a confrontation. And with the right approach, you can help nudge your office veteran towards accepting and embracing change.

A supportive team environment can help your long-term employees navigate change.
I’ve, talked about buddies and a supportive team environment and how it can be a powerful way to help your veterans navigate change.
So here’s some tips on how to make that happen.
Lead by example.
Show your team how you adapt to change and handle challenges. This will encourage your veteran employees to do the same.
Show vulnerability too.
Tell them when you are struggling and how you are adapting to move forward. This will then build trust and show them it’s okay to say it’s not okay.
Change can be scary.
Be open about this and create a space where everyone can express their fears and anxieties without judgement.
Consider setting up a frequently asked questions board where people can drop their questions anonymously.
You can then use this to communicate and address concerns through briefs or conversations. If possible, instigate training sessions where everyone learns together. This can help the long-term employee feel less singled out and more part of the group.
Research has shown by having a designated space away from the main work area and with no interruptions, makes a difference to learning being absorbed.
Remember, it takes a village, or in this case a supportive team to help someone adapts to change.
By creating an environment of understanding, patience and open communication, you can pave the way for employees to embrace a new and keep growing.
Your employee may be struggling with an issue at work
So if you’ve tried everything but your employee still cling to old habits, it’s a tough situation to handle.
But it’s now the time for a chat.
So here’s a quick guide on how to handle that conversation.
So the first thing is set the stage.
Find a quiet, private place for the talk. You don’t want any distractions or eavesdroppers. This isn’t a public performance. Carrying out the meeting virtually. Then make sure the person is on their own and in a place where they won’t have people walking through.
Get your mindset right.
Go in with the right attitude. You’re not there to accuse or argue. You’re there to understand and help and hopefully create some positive change.
Start positive.
Begin the conversation on a high note. Remind them of their value to the team, their accomplishments and why their experience is such an asset. Thank them for their time coming to the meeting. Then it’s straight talk. Be clear and specific about what the issue is.
Use I statements to express how you feel and avoid blaming language like “I’ve noticed that,” or “it seems like“.
Stick to the facts and take the emotion out of the situation.
Remember to show empathy.
They might be feeling threatened or sidelined.
Show understanding to their feelings and reassure them about their role in the business.
Then seek their input.
Ask them for their point of view. “What’s their take on the issue? Is there something they’re struggling with? Can they suggest a solution?“
This is the time to be curious.
So having a set of questions to use in your toolkit will help you offer support.
Reiterate that you’re there to help.
If they’re struggling with new tech or procedures, for example, remind them of available training or resources. If you discover the issue is deeper, remember you’re not necessarily trained in that area so signposts to businesses or organisation or people who can support the person.
Set clear expectations.
Let them know what you’d like to see moving forward and how it benefits them, the team and the business as a whole.
Make sure it’s smart and achievable.
Listen to their thoughts.
Key here is that they need to take the responsibility.
So if you’re pushing something onto them, it won’t happen.
That’s why it’s important to involve them and listen. and stay positive. End on that positive note, reinforce your belief in their ability to adapt and how valued they are.
There is nothing worse than having a manager who doesn’t believe in you.
So sending someone out without supporting them can seriously destroy trust. You’ll need to show its work in progress and you’re in this together.
Help your long term employees adapt to change with support and understanding
So there you have it, the deep dive into helping our long term employees adapt to change.
The important point to remember is that they’ve got a whole load of experience to share.
So let’s make sure you’re not leaving them to just get on with it.
It might take a little patience, a lot of understanding and maybe a few cups of coffee and conversation.
However you support and set clear views of how you manage, you will build trust over time.
Keep in mind that change is never easy and it’s okay to have some bumps along the way.
With your leadership as supportive team, your experienced employees will be sailing through new changes like they’re an old pro because, well, they are.
And before you go, I’ve got an ace up my sleeve for you to check out The Managers academy.
It’s a one stop shop for all managers out there. Chock full of tips, tools and resources designed to boost your management game. Whether you’re handling long term employees, wrangling new hires, or just trying to keep productivity flowing.
The Managers Academy has got your back, so head over to to level up your leadership skills. Trust me, your team will thank you.
Well, that’s it for today. I hope you found that useful.
This is the People Mentor signing off.
Thank you for listening.
And by the way, if you like this series, please like and follow. And even better, give me a review.
Thank you for listening. Until next time, take care. Thank you for listening to the People Mentor Podcast. If you are a new or accidental manager.