What are the most effective strategies for giving feedback to employees who resist change?

Rapport isn’t built by simply identifying the emotion someone is or isn’t expressing. - Create psychological safety by aligning with Maslow Hierarchy of Need. - Listen to concerns. - Collaborate potential solutions and/or support and involve them in the process. - We generally fear the unknown, ensure the employee understands the narrative and reasoning behind any change. - Lastly ask for feedback regularly as a leader, how can I be better right now and what do you need/want from me.

Being as an HR student, I've learned that, since we're dealing with human psychology every moment of an hour on every single day at work, therefore, we need to do the root cause analysis for such change resistance. Having said that, like this way we can mentor them to over come with their weaknesses, fears and perhaps we can provide them more comfort in various aspects which will feel them working in a safe corporate environment. There is an old saying for any cause there is a reason, once you find the fire, mystery of smoke is over!

It's not enough to just acknowledge their emotions. You need to understand where they're coming from. Every single person has a different experience of change and can move along the change curve in a non-linear fashion. Before you can move them forward you need to understand where they are.

Not only do you need to consider their emotions, but you need to understand your own. Coming at the situation with emotional intelligence is key. Offer an example of when you had to make a course correction to show empathy. Ask them if they have ever had to do something similar in a different context. How did they overcome that challenge and could it be applied to this situation? I remember trying to teach a non-techie how to program a DVR once. A great lesson in patience and often gets a laugh! We all have struggles, but how we approach them can make a difference.

People resist change, where they loose something from the change, other than that people do not resist change, however they do resist your approach to the change. If someone is resisting change reflect on how your approach might be causing the resistance.

In my experience it has been helpful to squelch the rumor mill and explain the purpose, benefits, goals, and organizational alignment sooner rather than later. Sometimes we as leaders procrastinate waiting for the right time but if the information starts getting out and people fill in the gaps with their own views (usually led by fear of the change) then it is more difficult to project the rationale. At the outset of delivering the info it can be helpful to provide the opportunity for individual appointments a few days after the change so team members can provide feedback and ask questions. This pulse check is especially important for any laggards.

You may need to do this more than once and using multiple media. This will not always be a "and and done" situation. As a supervisor or manager this can feel frustrating, but you need to perservere with a consistent and clear message as many times as is necessary

A word of caution here relates largely to company culture and creating expectations. Some change can be co-created but in some instances that is not possible. In those instances where it is not possible, you need to ensure you're not creating unrealistic expectations that their involvement will lead to things being done differently.

Positive reinforcement is a great training technique at any level. Offering "Kudos" in front of colleagues or using your company tools to give rewards goes a long way to reinforce change. Negative consequences will lead to resentments and anger, but taking the time to make someone feel good about themselves or accomplishments will boost confidence and morale.

Have regular discussion with the resource, go for walk the talk, talk over lunch, tea time talk, use story telling techniques and follow the process of servant leadership with empathy supporting him or her to slowly get into change. Understanding your resources is very much important and it helps you to drive them properly. Have 1-1 with your resources bimonthly, to understand their aspects or the way the look into their work.