Q: As part of my new responsibilities, it has been suggested that I provide advice and assistance to co-workers to be in compliance with some regulations. The problem is that they are not interested and are satisfied with "We've always done it this way." How can I get them to accept my assistance?

Eduardo, 44, process improvement manager

A: Without clear authority over this team, you'll have to rely more on the "carrot" to help bring about change.

That said, it's surprising to see such weak organizational commitment on something as cut and dried as regulatory compliance. Obtaining a stronger mandate from the top should also be on your list of actions.

Focusing on influencing the team, consider the ways you can lead them to adopt a new approach. It'll be challenging, since they're not experiencing any downsides from their current way of doing business. Start by taking a look at the people involved, thinking of them as individuals with their own needs, fears and goals. Find a way to get acquainted so that you'll understand the most relevant ways to ­motivate them.

For example, maybe you've got a long-timer in a job who just wants to keep things smooth without rocking the boat. Having to learn a new approach might be intimidating. In this case, find all the ways you can to make it easy. Demonstrate how you'll be carrying the load on the new steps, and make it simple for them to go along.

Perhaps someone else is afraid that they'll be found to be at fault if a new way is better. In this case, position the change as a build on the team's past approach, and provide visibility to them for their leadership in endorsing the new direction.

Also make the case for impending risk. If you know, for example, that increased outside scrutiny is on its way, paint a picture of what will happen if the status quo is still in place. This will also be an excellent tactic for building executive buy-in. But be sure to start with the team. Even if you don't get them on board, you won't have gone behind their backs, which could create a corporate enemy for life. And the prospect of you escalating it may be enough to gain their support.

You'll be better able to have constructive conversations if you've prepared a list of concrete steps that need to be taken. This will take out the fear of the unknown. Specify steps, time frames, and roles/responsibilities. Frame even minor advances as wins to help build momentum and enthusiasm.

Share the plan in a way that takes out the mystery and makes it feel achievable. When you talk about it, use active language. Say, "When we do Step A," not "If …"

Also consider all the things that could interfere with successful adoption. This will allow you to minimize disruption if they occur. It'll also prep you for addressing objections that the team might raise and increase your chances for success.

What challenges do you face at work? Send your questions to Liz Reyer, leadership coach and president of Reyer Coaching & Consulting in Eagan. She can be reached at liz@deliverchange.com.