I am six month into a manufacturing organization as a director of their service center. This organization is family owned with a reported culture of family, empowerment and accountability. This service center has grown over that last year 10 fold due to increased retail business.
With the rapid growth in business and personnel, processes and accountability have been lacking. I believe this was one of the major reasons I was brought on board. I started with one-on-ones with my directs, and had them do the same. The usual pushback was experienced, i.e. cubicles weren't private, etc., but I persisted. I forced accountability by asking questions, requiring supporting documentation, and following up, strongly requested agendas for meetings, and provided adjusting feedback to those coming to meetings late repeatedly.
Additionally, I have worked on increasing the professionalism (requiring proper English and grammar in customer correspondence, moving away from work out clothes, revealing clothes, etc), decreasing the non-productive time (limiting Halloween activities, etc.). I am now starting to see a lot of pushback that has shown itself in anonomous e-mails to the company owner stating I'm changing the culture, that it's no longer fun working here, people dreading coming to work, having folks ask for "permission" to spend over a certain amount of the company's money, etc.
I know worry about my longevity with this company as HR, my VP and the owner are hearing about how my coming on board is ruining things.
How should I react to all of this? Do I need to have a sit down with my VP to reset my efforts?