What do you do if your organization is resistant to change and transformation?

It's normal to feel some resistance – it's a primal thing, wired into our brains to keep us safe. Change is the ONLY constant That "fight or flight" response is great for dodging danger, but it can also make us wary of new things ! But that's where you help your team understand that as a team "We can expect some resistance along the way, give some past successful outcomes of similar change processes. Tell the, " I know I faced similar resistance, when I started." Tell them, let's focus on navigating the resistance together, fostering a collaborative approach.

Many organizations and individuals accept the notion of change, while it is not always welcome - It is inevitable. Change cannot be put in people, the best way is to co-create the change. The resistance to change can be at different level : - One may not agree with the idea & premise of change. - May resist to the change maker. - May be impacting the individual.

Our brains love ‘familiar’ so when Change needs to happen in an organisation, you see a wave of ‘it will never work’ chats in the canteen. Thats just the human condition at work and the best way you overcome that and influence it, is to educate your people in dealing with, and excelling at change. Having spent the last 20 years managing change, I learned the best way to get our people on board with change is to provide the right inspiration and educate them as you go. Make them feel like they are not on their own with this new unfamiliar territory, that no one has all the answers and that we will cross the line together somehow. This takes leaders with strong vision and inspirational communication skills. This is all possible.

For me, when there's resistance to the change, it means the story of the why and what will be different isn't clear enough to those individuals. They need to understand why it will be better for them and/or the organization.

In looking at an organization where people are resistant to change, let's dig a little deeper. Yes: Communicate your vision. Multiple times and methods! But if that doesn't seem to be working--what then? Consider the *values* that exist in this organization. Is the desired change also aligned with this group's long-established values and cultural norms? If a new vision is out of sync with core values, it can't truly take root. As part of the change process, you may want to investigate values alignment. Maybe it's even time to re-assess the org's values themselves in context of your desired future. Change begins with desire--and desire is grounded in the heart.

Paint a picture and tell a compelling story. Leaders need to engage emotions if they want to mobilise change. And they need to do it in such a way that people understand where they are steering the organisation, and how they can contribute. The prefrontal cortex of the brain, and the amygdala play a huge role in how people engage with stories so taking time to understand a little of the neuroscience can significantly aide approaches for communicating the Vision or articulating ‘the Why’. In my experience, change works best when it is described as simply as possible : we are passionate about ‘X’ and are currently experiencing ‘Y’. For this reason we are making changes to help us all achieve our ambitions for ‘customers, members, patients.’

People don't resist change; they resist the uncertainty it can bring. Navigate this with clarity and compassion. Paint a vivid picture of the transformation's benefits (communicate vision) and invite honest feedback to steer the course of change. Lead with unwavering boldness, yet temper it with humility, transparency, and deep empathy for those whose paths may be disrupted.

Here's what I have seen work well: - with your top level leaders spend time to work on a hand made drawing of your organization's playing field (4 hour workshop works fine) - make sure to paint in the forces on the larger playing field that are at work and have an impact - draw vectors of change that are happening and if left unchecked will do damaging work on your organization and people - now draw impact mitigating changes that will ensure success going forward - do the same for opportunities and proposed avenues of change to successfully ride those opportunities Advantage of this is that it it forces to communicate with pictures and thus forces simple communication that people 'GET' with ease!

In the face of resistance to change, clear communication of the vision becomes even more critical. Articulating the purpose and benefits of the change helps address concerns and uncertainties that may contribute to resistance. By ensuring that the vision aligns with our team's values and goals, we can demonstrate how the change supports our collective aspirations. Openness to feedback encourages dialogue and fosters a shared understanding, which is essential for overcoming resistance and building trust in the change process. Effective two-way communication ultimately strengthens our team's cohesion and commitment to achieving our shared objectives.

Es muy importante detectar aquellas personas que se identifican y representan el cambio. También detectar aquellos "nodos" en la red que es la organización, que por su lugar y la influencia que tienen en la trama organizacional, es importante que se conviertan en agentes de cambio. Si esto no es posible, al menos que no sean opositores al movimiento que necesita la organización. Por eso, detectarlos, acompa?arlos, hacerlos trabajar en conjunto y reconocerlos, para que lideren la transformación en diferentes lugares de la organización, es un factor clave.

Another way I like to describe "Empowering Champions" is leveraging your internal "influencers" when managing change. Similar to the marketing concept of early adopters, these influencers can help brainstorm, test, and implement change. These individuals are the team members that are respected by their peers and have a solid understanding of your business and processes. Using their influence can help build a "grass roots" movement for changes so they don't just get pushed down from the top.

Here's an example of what worked well when a 2000+ FTE contact center needed to change their CRM software: - invite some key performing agents to form a team that would research the next CRM to choose and give advise to higher management - make ample room for the team to do research and ensure that what they come up with will be chosen - be very clear on what the new system will have to be capable of in terms of Input & Output and connectiveness to other parts of the organization - let the team consult and communicate with their colleagues - once the crm is chosen, the team becomes your strongest ally in getting acceptance on the work floor

I definitely support appointing change champions. They can communicate the change vision and mission. They can also gather feedback from the operational team.

With a neuroscience hat on, one of the most important aspects which should be included in training (and incorporated into the organizational "bloodstream" by coaching) is effective ways to respond to discomfort. Not all change requires transformation, however when it does, training is no longer just about adding new abilities. It becomes also about Unlearning pre-existing patterns (which means discomfort is built-in). In those cases, it is imperative to incorporate training around effective ways to respond to discomfort (examples of such needed neuroscience-based skills include introspection, separating facts from assumptions, effective control, and postponing judgment).

Addressing resistance to change within an organization requires a multifaceted approach, emphasizing empathy, communication, and strategic implementation of new processes or systems. To navigate this resistance effectively, consider how important it is that these training programs are not one-size-fits-all whether it’s a part of changing the way things are done or not. They should cater to diverse learning styles and provide various levels of support, from hands-on workshops to digital learning platforms, asynchronous, or interactive, multimedia based learning made as comprehensively and effectively as possible, ensuring that all employees can engage in a way that suits them best.

One of the biggest success factors of driving change successfully is accessing the readiness of people for change and equipping them with the right tools, processes, systems and most importantly the right mindset. This can be done with focused training of current and incoming employees of the new desired behaviours. This can be even extended to coaching them to deal with their personal fears and apprehensions with change. Providing effective feedback at regular intervals and reinforcing new behaviours are other important ways to bring down resistance and enhance excitement around change.

Appropriate training could definitely be one of the key deciding factor related to an organization embracing change or resisting it. When it's an organization wide change being planned and that too with something new, be it a process, product or technology, somewhere the fear of not being properly equipped could cripple or derail the change. An organization-wide, stakeholder based focused TNA (Training Need Analysis) could help prepare for a change more proactively. The different cohorts may need a different set of trainings to equip them with the right set of competencies to effect change.

Effective training transcends mere knowledge transfer; it's about fostering a culture of continuous learning and adaptability. Tailoring training to accommodate diverse learning styles not only enhances individual competence but also builds collective confidence, essential for navigating organizational change successfully. This approach underscores the importance of viewing training as a strategic investment rather than a cost, significantly contributing to the seamless integration of new processes or systems.

In my experience, the best way to celebrate milestones is to have the team select the milestones and how these will be celebrated. Gaining agreement on what a good job looks like is a great way to engage the team in the change effort. It’s important to have a vision but specific outcomes along the way are much easier to see. For example, the vision might be customer driven service but what does that mean incrementally? A small milestone to celebrate might be customer participation in giving feedback. A significant milestone is improvement in customer satisfaction results. If the only milestone is a jump in the metric, it may take a long time to see results. However, an increase in getting feedback can happen and be responded to quickly.

Celebrating milestones throughout the change process is instrumental in overcoming resistance and fostering a positive organizational culture. By acknowledging both small victories and significant achievements, we reinforce the message that progress is being made and that the change is worthwhile. These celebrations not only boost morale and motivation but also strengthen team cohesion and reinforce the culture of adaptability and resilience. By recognizing and celebrating milestones, we create momentum and enthusiasm that propel us forward on our change journey.

I find this step to be incredibly important. People want to know that the change is or is going to be successful. In my Blueprint for Change, I identify the milestones up front and those who are drivers for those milestones. Ensuring that they get recognition and are able to explain what went right is important to the organization. These celebrations can be very small or quite large. I've found that several small steps can be quite effective. In a recent experience, we made a perceived risky move that was met with resistance. Through a lot of communication and being very open about the milestones up front, we were able to breakdown the resistance. When the first major milestone was achieved, everyone got special SWAG!

- Co celebrate successes - At times let the credit be taken by the Resistor. - Smaller battles are sometimes tactically lost, to allow winning the war

Acknowledge and celebrate achievements along the journey of transformation. Recognizing milestones can boost morale and motivate employees to continue embracing change. Celebrations can be as simple as sending a congratulatory email or hosting a small gathering. These moments reinforce the positive impact of the transformation and keep employees engaged.

Be ready to adapt the transformation program to adapt to unanticipated concerns. Expecting that all resistance is misguided and the perfect approach was designed at the onset of a transformation effort is an ego-centric mistake that will often lead to suboptimal transformation outcomes. An iterative approach will allow the transformation to evolve as new insights come to light. At the same time, be prepared to lean into tradeoff decisions. Transformation efforts seldom execute without acceptable drawbacks.

The C-Suite must reinforce the transformation visibly and often. Top down leadership is essential. Share the vision, answer questions, talk to employees, get buy-in from the workforce. Consistency is the name of the game. Leaders make the transformation infectious!

- Tom Tom of how it worked there, and would work here, shall not create buy in - Stay Curious- Be Hungry - Remember the Intent to Resist, may stem from a lot of Under the Iceberg Reasons - Choose the Right , not The Best - Make the Naughtiest Student in the Class, the Monitor. :-) Trust me it works

As an executive coach, I can't stress enough the importance of adaptability in leadership. It's crucial to remember that change management is a dynamic process, not a static one. Leaders must be open to feedback, observe the responses of their team, and be ready to adjust their strategies accordingly. It's not about sticking to a plan rigidly, but about finding what works best in a particular context. This flexibility can often be the difference between successful change and failed initiatives.

After presenting the clarity of why, what and how the changes are required and its advantages and disadvantages, if necessary we may need to classify who are being resistant and who are agreeing with the changes. We have to define different approaches to each of group. Need to find the root cause of those who are resistant and make necessary approach to convince them; provide coaching, counseling, one on one session and other necessary supports. It’s easier to treat the group who are willing to change with the structure plan.

Leave. Start your own. Or find like-minded folks elsewhere. It probably isn’t just going to get better… And your life is so precious.

Just like with individuals, as coaches and facilitators we need to meet organisations where they are at when we are brought in to support change. That means - yes it’s ok to think 10 steps ahead, but if the systems, structures and processes are 10 steps behind we are doing everyone a disservice but impatiently tapping our foot and getting frustrated that they aren’t ready. Walk along side them, normalise the experience and complexity of org change, point out systemic elements that are getting in the way of the change agenda, and reflect on how your own frustration is likely echoing the experience internally.

You can't create change alone. Here is a strategic exercise I created to help change-makers build momentum around transformational change: 1. Consider who 5 - 10 gatekeepers of your change are - those with higher proportions of influence (often managers, but don't limit your thinking) and if they were onboard you create momentum. 2.Rank them in terms of influence. 3. Consider if they are leading the change, on the fence, passively or actively blocking your momentum. 4. Rank them in terms of how easily it will be their likelihood to see your perspective and support the change effort. 5. Choose three to begin a conversation with.

The key lies in understanding the real issue. Change resistance isn’t the problem to solve, you’ve got to get to the root - what’s the emotion, where’s the trust level at? How healthy is the current state? Not sure? Here’s a good guide to gauge this, a healthy organization has: Low politics Low confusion High performance High morale Low turnover That’s the bar - use the guide to root out the real issue and change resistance becomes an appetite to explore, to be courageous. Never forget emotions drive behaviours and behaviours drive performance.

It’s important to take a step back and consider that navigating the optimal amount of change is a fundamental human activity. Some members of a group will be more conservative and push to continue what has helped the group survive and thrive so far. Others will push the group to explore new opportunities and ways of doing things which can lead to even better thriving of the group. Both perspectives have their own risks. Too little change and the group fails to adapt to change in conditions. Too much change at once means high risk and possibly chaos for the group. So it’s important to consider this push and pull dynamic of changing and staying the same as completely normal and important. Listen to all. Choose wisely.