What do you do if your team members are resistant to your leadership?

Why don't they like me? Please, just like me!" ?? Team resistance doesn't arise suddenly though exceptions can occur. My hiring into leadership faced mishandling (prior employer), leading to pushback from key peers turned reports. Understanding the context is key; Were you recently hired for a leadership role, or did you transfer from another department? Were you previously peers with the team? Did resistance exist from Day 1, or has it gradually developed over time? First, I'd consider the evidence of resistance you've observed. From a few or most team members? Was there a time with no resistance? Can I pinpoint a triggering event? Have I effectively shared my leadership values? How may I have faltered as a leader? Next: Seek feedback!

Para mi lo fundamental es saber escuchar las necesidades, inquietudes y problemas que puedan surgir en el equipo. La escucha activa es fundamental y el compromiso del líder con el equipo y las ganas de ayudar y remar juntos en la misma dirección.

Three things can happen if the team member is unproductive and not responding to the usual mix of coaching and training and leadership : 1) you leave- problem solved ; 2) they leave- problem solved ; 3) you fire them. Way too few leaders take the tough option 3 - leading to way too many toxic and unproductive team members staying in a team and messing with the teams abilities to reach their goal

Sorry, Nope! Leadership models are a statistical observation made from a large data sample. e.g. "We notice in a successful interaction, that when a person behaves like THIS; that the leader is often behaving like THAT". They should not be used as a way to decide how to behave. You can't be in the moment, listening and coach, if you are trying to decide which of x number of behavioural boxes a person is sitting in. Sure, study the model, allow it to be stored in your brain; then trust your subconscious to access it as required when you are coaching.

Inicialmente, é importante da escutar os colaboradores e realizar um diagnóstico, ou seja, identificar o estado atual da situa??o a ser trabalhada. Após o ter esses feedbacks segue-se no processo com escuta ativa e aplica??o de técnicas ferramentas de explora??o da quest?o, proporcionando a reflex?o quanto a perdas e ganhos relativos à situa??o, objetivando a ecologia do sistema.

Un líder lo es porque es capaz de guiar a diferentes personas con sus diferentes personalidades a un objetivo común o meta. Es obvio que la capacidad de adaptación del líder es fundamental porque la comunicación no es la misma según la personalidad.

Trust comes when your team feels like they can predict what you will do or say. The fear of uncertainty is removed because your words and actions align consistently. If your team resists your leadership, begin by asking yourself what you have done to build and maintain trust. Have you: - Explained the mindset, vision and values that underpin your approach? - Given as much background context as you can? - Listened to their perspectives and preferences? - Created opportunities for 2-way feedback? All of these conversations contribute to trust - as long as the actions that follow are consistent with the conversation. It's a perpetual cycle of promise - deliver that will reinforce the value of your leadership.

"C'mon, trust me... I'm as trustworthy as a chocolate teapot!" ?? Trust is integral to building the courage for people to take interpersonal risks & engage in tender conversations, often centered around sharing feedback. It's the first step in creating a psychologically safe environment where individuals can freely use their voices without fear of repercussions or hidden agendas. Only then can you rely on accountability & collaboration to thrive. Without this foundation, you must begin with small steps, identifying necessary conversations, even if initially challenging, to initiate trust-building. This might entail vulnerability, & admitting to mistakes that have eroded trust. Consistent modeling of trustworthy behavior will be crucial.

Si confía en tu equipo esa confianza te vendrá devuelta. Tienes que ser un ejemplo para ellos y fomentar tu compromiso trabajo formación unión…. Una persona se compromete por las acciones que perciben hacia ellos, nunca puedes pedir algo que no das. Como líder debes confiar en todo tu equipo y transmitirlo con ejemplos acciones mensajes…. La buena relación se genera tratando a los demás como te gustaría que te tratasen a ti. Fomenta el compa?erismo el buena ambiente la ayuda la unión….

Gerade wenn ein Teammitglied im Widerstand ist, hat es mir geholfen, das Teammitglied direkt anzusprechen. Ich verwende hierzu immer die Netflix 4A Feedback Regel. 1. Ziel ist es, zu helfen. Feedback sollte immer mit positiver Absicht gegeben werden. Das hei?t, es sollte erkl?ren, wie der Empf?nger von einer Verhaltens?nderung profitieren wird. Denken Sie daran, dass es nicht um Sie geht! 2. Machen Sie es umsetzbar:Das Feedback sollte sich darauf konzentrieren, was der Empf?nger anders machen kann. Das hei?t, es sollte sich auf die Situation und nicht auf die Person konzentrieren. Denken Sie immer daran, dass umsetzbares Feedback in der Regel zeitnah erfolgt.

La comunicación siempre debe ser constructiva. Todos tenemos siempre debilidades y fortalezas, felicita a tu equipo individualmente y colectivamente por sus logros, éxitos… y fomenta la mejora el aprendizaje la evolución y el desarrollo y capacita a las personas generando confianza en ellos.

If you, as the leader, are focused on delivering results THROUGH OTHERS, not being the expert problem solver; and your time is spent on developing your direct reports capability and hence results and success; you will find the only person who resists your leadership is the one on the team who wanted the job they gave you.