How do you overcome resistance from your team?

Active listening is a key skill here. Asking good questions, probing to understand your team, listening with curiosity, checking your understanding are ways to understand each member of your team and their own resistances.

Resistance is often rooted in fear and a lack of understanding and it tends to stem from three places - not knowing, not able, or not willing, all of which need to be addressed. Some resistance is a normal and even essential reaction to culture change. If there's no resistance it's likely that there will be no change! While it is vital that you listen and follow the guidance below, don't fall into the trap of focusing all your energy on those who are resisting the change. Instead, focus on the advocates who are up for the change and engage them in influencing the majority who are sitting on the fence, those you need to win over.

Change can trigger all sorts of emotions, even when it’s a wanted change. Any resistance and negative emotions usually stem from a place of uncertainty, fear and insecurity. Be open, communicate clearly, concisely and frequently along the journey to minimalise the pushback. It’s important to have a strategy to manage resistance in a way that demonstrates leadership, the ethos of the desired company culture, and that will help to dampen both resistance and the influence of those that may fuel fear among teams. Listen, engage, understand and address. Consider also implementing culture change leaders across all departments to assist, assess and be advocates in what should ultimately be positive change for the organisation.

For me it's all about trust. If they believe in what you are trying to achieve and trust you enough to embark on that journey they'll join with you. It doesn't happen overnight, but the effort you put in to earn their trust will pay dividends.

I learned from experience that what drives us is the perspective of getting something positive out of our actions. Your team will ask "what's in it for me?" This question can be answered in three levels: benefits for the team member, benefits for the team, benefits for the company.

How do we really get there? By learning and understanding Emotional Intelligence. The motivation to work with and for each other is rooted in IDENTITY. Have you ever considered that most people have an Adopted Persona? Most people are operating in their lives wearing masks. Have you ever considered that? Imagine a culture of individuals who experienced Homeostasis, operated in a state of peace, love, and joy. Imagine the productivity level of individuals, teams, groups, departments, organizations who were operating with high EQs. Imagine the championship culture that experiences the Cumulative Effect of making daily Optimal Decisions? Imagine the Collateral Success. Imagine what their Success Trajectory Line looks like. I know.

Providing support demonstrates an understanding of the change being introduced to all, the potential challenges, particularly where there is also a change to roles and expectations. Lead by example, provide adequate mix of support mechanisms from the outset, and actively listen and measure to understand the effectiveness.

Perhaps understand individual capacity for change? Someone may have personal trauma, big financial problems or other pressures they are overwhelmed by. Another may be an energetic tiger seeking to make their mark. Maslow’s hierarchy of needs is old but relevant. Trying to take the team down the same path may not work. Maybe use your best change agents to prove new methods, iron out issues then bring others on board?

As a leader, if you're experiencing significant resistance, you should consider your own attitudes and behaviours, and whether you've really bought into the change. Are you an authentic role model? Are you leading your people into change or inadvertently into resistance? You might say the right words but if you're emotionally trapped in the past, it makes it almost impossible to lead your people to the desired future.

An important point to consider is that you don't need to be perfect to be a model. On the contrary, making mistakes but being aware of it and correcting course immediately sets an example of transparency and growth. Your own development journey, your own change, will be a model for others to do the same without fear. Self consciousness is a key element here.