What do you do if your team is resistant to change and new ideas?

Picture this: your team is like a ship navigating through uncharted waters. Suddenly, you propose a new course, but instead of excitement, you're met with resistance. It's as if they're afraid of what lies beyond the horizon. That resistance? It's fear wearing a disguise. So, how do you steer your crew through this storm? Sit down for heart-to-heart discussions, listening intently to their concerns. Show them that their worries are valid but also illuminate the bright shores awaiting on the other side of change. Paint a vivid picture of how this shift will not only benefit the organization but also enhance their own journey. Let them know their voices matter and that you're there to navigate this transition together, one wave at a time.

Most of us are not paid or wired to think we are geared for the unexpected. Besides fear, we may not have the self-confidence to go along with the new plan. However, we are unlikely to tell leaders that and show it in the form of silence when asked for input, discontent when requested to contribute or passive aggression when communicating with each other. In this case, fear is the underlying reason for a bigger structural issue, which is communications. If any new change is consulted with the stakeholders before springing on them, the fear levels will be lower. Also, knowing who may be best suited to be part of the change initiative might help. Some job roles may not see themselves as relevant to be engaged and it is good to ask them first.

Frente a la resistencia al cambio, es clave entender las preocupaciones del equipo. Comunica claramente los beneficios del cambio y cómo afectará positivamente su trabajo. Involucra al equipo en el proceso de decisión para que se sientan parte del cambio. Proporciona formación para facilitar la transición. Celebra peque?as victorias para mostrar el progreso. Sé paciente y abierto al diálogo, manteniendo siempre una actitud positiva y de apoyo.

Fear always acts as a blocking factor, so we must always consider it, since in the current BANI environment we are going to see it even more enhanced as we are surrounded by uncertainty and constant change, in addition to ambiguity.

Agreed. We could do with a lot more positive speak at work - encouraging ourselves when we might be feeling challenged or when we overcome a hurdle. More importantly, in this process, we need to manage egos by ensuring we raise each other's self-confidence and not inflate our sense of perceived worth. Authentic self-worth is not dependent on achievements. It is from within. Raising another's self-confidence on the other hand helps build resilience when the next problem comes along. We are self-assured that we may be able to tackle it, even if it scares us. And that is because someone recognised our growth from the last experience and told us 'good job' for even attempting it in the first place. Bravo!

Persist and Adapt: Change takes time, and resistance may not disappear overnight. Be persistent in your efforts to foster a culture of innovation, but also be flexible and willing to adapt your approach based on feedback and outcomes.