What's the best way to work with a team member who resists new ideas?

One thing I learned throughout my career in corporate process innovation is that people are worried about losing their jobs if they let these new ideas take place. The majority of my innovation time is spent on listening actively to my stakeholders' needs and providing supplementary resources to help them ramp up in knowledge so they, too, can catch up and be the driving forces and apply transformations per the new ideas implementations. Bringing them along the innovation journey is much easier than telling them to sit back and relax as active participation helps them to see the objective of the new ideas.

The original text overlooks one key reason for resistance. As well as "fear of change, lack of trust, personal preferences, or conflicting goals", there is the very real possibility that they are right, and that the change is a bad idea. Embrace the opportunity to review the plan with the new information and perspective. Learn from your resisters, they're probably not doing it to be awkward. If the root cause of their resistance is that it's a stupid idea, be willing to accept that.

Over the years, I've discovered some key strategies that have proven effective in navigating these situations: -Building Trust: Establish a culture of trust with consistent, open communication. -Respect Individual Differences: Acknowledge that each team member has unique experiences and viewpoints. -Inclusive Decision-Making: Involve team members in decisions to foster ownership and openness to new ideas. -Positive Reinforcement: Acknowledging and rewarding adaptability is a powerful motivator. -Regular Feedback: Implement a feedback system for timely issue resolution and alignment, celebrating both improvements and achievements.

Maybe the problem isn't that they are'resistant to new ideas'? Perhaps it is that you're too quick to jump on shiny new things without thinking them through? Rather than seek to impose your idea on others, seek advice first. Especially from those most affected by it. They may well come up with better.

I might consider with "persuade your team member to accept a new idea" that some changes could be made in the approach of getting to a new idea before the point someone is not accepting it. Slightly refocusing the "whys" in point 5 below, "explaining the situation and the challenges you are facing" at a team level can be discussed, with them, to gain the best idea (not just your idea) by asking "them to share their experiences, insights, or advice on how [to solve]" can be used here rather than the point where team members seem excluded.

There is a real danger of this being manipulative, over-emphasising positives and minimising risks. People react well to being treated like adults in my experience: give them *all* the information, not just the benefits and allow them to come to their own conclusion. You don't have to promise jam to get people to eat vegetables, and doing so can seem patronising.

I think you divert someones from their "drawbacks or challenges" at your own peril. Do they have factual reason or is this an emotional response. Yes some people are just negative (usually for good reasons but not always reasons you can address) however that is reflective in their state of mind so make the focus on resolving that persons issues by having empathy for where they are rather than loading on your factual "evidence". If they have factual reasons you better start listening and prove them wrong. They might be the only person seeing something you are not.

This can be very tricky because if the team member doesn't get to experience the benefits on time as promised by the team leader then it becomes a trust issue.

Ask for their opinion on the matter at hand. This gives the individual a sense of belonging to the solution. If they come up with an idea, see how it can be incorporated into the intended idea and ask what they think about it. If the idea they put forward does not fit into the intended, let them know why and then propose a new idea. Find ways to include them in the process - have them take responsibility for some aspects. It can be as little as scheduling meetings with other stakeholders. Having a one-on-one with them and asking for their opinion is also a great way to give an opportunity to understand what their concerns are and help clarify them.

Carry the team member along ! Make him or her feel part of the team and how important you need each other to win! Involve them in the process and always encourage the team member to raise hands when something isn't clear.

Drawing from my own experiences, emphasizing patience in interpersonal interactions is crucial. Effective communication is paramount, fostering an environment where openness, sharing, and empathy prevail. Over time, trust becomes the foundation for building meaningful connections and fostering engagement. Actions speak louder than words. I've found that acting as a catalyst for change, maintaining coherence, and aligning intentions have been instrumental in bridging gaps and facilitating positive transformations. Leadership, undoubtedly challenging, requires both courage and focus to dismantle obstacles. It is the commitment to these principles that paves the way for meaningful change.

This just sounds like a "pile on" at the person who is resisting. Use it for "credibility" or "influence" with caution. If the resistance is "emotional" you are just bullying and if it is "factual" you are silencing them. For "credibility" and "confidence" great. But make sure you are not just going to people you know are going to agree whatever.

I believe you must first seek to understand. In my experience there's generally always a reason that someone won't adopt/take on new thinking. Often it can be the way the idea is articulated. All to often I've seen managers just go "this is the way we're going to do this now" with no explanation of why. We have to remember that as humans we love, love to get into routines and so changing these can be a wrench, particularly for those who struggle with change. So the other thing to be aware of is the change Kubler-Ross Change Curve. As a leader, once you understand this and that each person moves through the points of the curve at different speeds, you are able to guide them through change/new ideas in a much more supportive way.

Change resistance is an asset as well as a challenge. By engaging with resisters you can learn from them and understand what their concerns are. The biggest single error in business change management is assuming, top down, that what's good for you is good for everyone; it's often very clear what's 'in it' for senior people in delivering change, but less clear what's in it for the workforce who have to live with it. Creating a sense of collective ownership can be very powerful, but only if it's sincere - if it's T-shirts and balloons without real ownership it will quickly be seen through. Talk to people, listen to them and use incorporate their skills and knowledge.