Here's how you can manage team members resistant to change as a program manager.

1. Build from Where People Are: Start by respecting and valuing their past contributions. Recognize the legacy and honor their achievements. This helps them feel valued and reduces resistance. 2. Be Humble: Even if you are an expert, the team members are your allies. Listen to their advice and be honest about what you know and what you don’t. This fosters trust and collaboration. 3. Be Flexible and willing to adjust: Change is not always a straight path. Be prepared to move forward and backward as needed. Don’t be afraid to make adjustments when necessary. 4. Communicate continuously: Keep communication open at all times. Even if you don’t have all the answers, let your team know. Saying.

To manage team members’ resistance to change, communicate the reasons and benefits clearly, involve them in the change process, address their concerns empathetically, provide necessary support and training, and recognize and reward adaptability. Building trust and fostering a supportive environment can help ease the transition and encourage acceptance.

Absolutely ‘start with why’. The viral Simon Sinek clip with this title is fantastic, if you haven’t seen it yet - it’s a must watch. I’m also a huge fan of the ADKAR change management model. Start with Awareness. Take the time to think through and craft a detailed communication plan. Before dropping change on someone, build awareness that it’s coming. Identify those who aren’t on board and grab 1:1 time with them to truly hear and understand their perspective. It’s equally important to invest time with those who appear to be invested, as they can serve as ‘boots on the ground’ change advocates.

Four key aspects to consider: 1. Communication: the reasons for the change should be communicated clearly and effectively. People are more likely to accept change if they understand the rationale behind it and the benefits it will bring. 2. Empathy and Support: Listen to the concerns of team members and provide support to help them through the transition. Understanding their perspective can help in addressing their fears and resistance. 3. Recognition: recognize those who adapt to the new ways positively. This can motivate others to follow. 4. **Leadership and Example**: Lead by example and demonstrate the change you wish to see. Your own acceptance and enthusiasm for the change can be contagious and inspire others to come on board.

Managing team members who are resistant to change is a common challenge for program managers, especially in environments that are undergoing significant transformations. Here are some effective strategies to handle resistance and facilitate smoother transitions: 1. Understand the Resistance 2. Communicate Transparently and Frequently 3. Involve Team Members in the Process 4. Provide Training and Support 5. Highlight Benefits 6. Create Quick Wins 7. Foster a Culture of Flexibility and Innovation 8. Lead by Example 9. Provide Personalized Support 10. Monitor and Adjust By applying these strategies, you can more effectively manage resistance to change, leading to a more adaptable and resilient team.

One thing I’ve always believed in when leading people, is the make them part of the solution allow them to be creative as individuals and as a team. No one knows better how to fix something create a new process or have a solution to a problem than the professionals that do it every day. As leaders you have to create an atmosphere open discussions ideas and solutions. Let them drive the truck when you have a team that has created a new process or a solution, they are more likely to stick with It because it’s their idea(s)

Transpracy and trust is the key to team success. We need to make each indiaviduals understand the business need and ensure they know why change is critical and what are the positive expects.

Make them aware of the benefits of a good exposure in their careers. It is key for them to understand the link between the change and the envisioned benefits that will come from the new status quo. This works if you are a person of trust: a predictable person! You have to be clear about and communicate your values and limits, it is from where people will infer what to expect from you and engage with you and face the change.

Make all communication relatable and regular. Always keep the bigger picture in mind, usually it is that the company needs the change and will benefit from it, employees must accordingly adapt.

Engage openly, listen to concerns, and show empathy. Clearly explain the change's benefits and its necessity. Involve them in the planning process, providing a sense of ownership. Offer training and support to ease the transition. Recognize and reward adaptability and progress to reinforce positive change.

Be there for your team as a human being, offering them various options to help them adapt. I am very careful to identify the hard-core resistors to change who should also be given the option to leave the company. Of course it's better they stay, but no-one likes to feel constrained.

Team empowerment is key to the success. Each individuals trust that leadership will be supportive throughout the change journey, which encourages more exciting learnings.

If I'm making a change in process and/or use of application, I will always start with a large training session, possibly broken up into smaller groups depending on size. I will always record those trainings so folks can access them later (or for those unable to attend any of the sessions). And I make a point to be available any time post training (i.e., when I'm not in meetings) for folks who need assistance on the change. The more I'm available to help folks when they need it, the more likely they are to ask more questions and continue adapting to the change!

Taking people out of their conmfort zone might seem like an epic task but not if the right support is provided and you bring your coworkers or clients to the safe place to talk about their experience, processes even fears or cocerns . Take from there to understand and practice empathy find a solution that will work for all. Turn them into oportunities to grow and learn.

Recognize that change can be intimidating, so offer robust support mechanisms like training sessions and ample resources. Pair team members with mentors to provide guidance and build confidence. Involve the team in the change process, seeking feedback and implementing pilot programs. Effective communication is crucial, fostering transparency and trust. Celebrate progress to reinforce positive behaviors and encourage adaptation.

In my experience I had some projects to change people laptops and the SW that was installed had a few clitches , but just as a small one it bother the sales teams , legal teams, procurement teams because it interrupted their work flow. So even it was a small bug it made a huge impact in their work place so they resisted to change their equipment even though they would loose access to other tools . So I made them part of my project to test and give their feedback and that converted to advocates to my project and change became easier . Lean on early adopters of changes is a good practice.

During my career I have led many complex IT programs, and those usually bring together process changes - resistance to change is often an issue, and how to adress that is a key success factor. To deal with that, start by giving team members the empowerment, the authority to make decisions related to their tasks - this fosters a sense of responsibility and ownership. Also, encourage new initiatives, creating an environment where team members feel comfortable sharing their ideas - this also help to increase engagement. It is also important to set a open communication environment, where you can listen and acknowledge the concerns and fears of team members regarding the proposed change. And then be open also to hear and impement suggestions.

Getting team members involved in the decision-making process is the first step. Asking for feedback throughout and at the end of implementing changes is also essential. When concerns are brought up, asking for solutions is another way to encourage ownership. However, transparency is an essential part of leadership. Leaders can solicit feedback but must be realistic about what can be implemented. If there are limitations, leaders should explain why certain solutions may not be viable. This way, staff learn more while building trust.

In my experience, I'm confident that team members possess the necessary skills and willingness to achieve goals. If skills are lacking, we focus on skill improvement. Encouraging team ownership of the change process is key to reducing resistance and ensuring success. Involving them in decision-making and valuing their input fosters a sense of control and investment in outcomes. When individuals feel heard and valued, they're more likely to support and engage with changes. Empowering our team we not only leverage their valuable insights but also cultivate a culture of collaboration and commitment to the collective goals of the program.

Creating the team for change is one of the steps in change models. This team is of equals who share ownership in the change. With the ownership any team member may propose new ideas to promote and foster the change and all owners share in the small and big wins along the way.

I firmly believe in the power of positive reinforcement when it comes to navigating change within our team. Change can often be met with resistance, but by recognizing and rewarding those who embrace it and contribute positively to the transition, we can effectively overcome these barriers. One of the most impactful ways to utilize positive reinforcement is by acknowledging and celebrating the efforts of team members who demonstrate adaptability and a willingness to embrace change. Whether it's through verbal praise, public recognition, or tangible rewards, showing appreciation for their contributions not only boosts morale but also sets a precedent for others to follow suit.

It's essential to communicate the vision and benefits of the change clearly, helping team members understand the 'why' behind it. Empowering employees by involving them in the change process can also reduce resistance, as they feel a sense of ownership and contribution to the success of the initiative. Positive reinforcement plays a crucial role; acknowledging and rewarding adaptability and collaboration can inspire others to embrace change. It's about creating an environment where change is seen not as a threat but as an opportunity for growth and innovation. By focusing on these aspects, a program manager can effectively guide their team through transitions, ensuring that the change is not only accepted but also welcomed.

Certainly give public recognition to those who embrace change, but make a point of celebrating milestones. It can be as simple as going for a meal outside of the office, which gives a good opportunity to connect at a more authentic level.

This is where you can really show your value - if you implement a change, how do you know if it encouraged positive or negative value? So BEFORE you implement the change itself, you have to know how you'll measure success! Develop KPIs around the change (stick to around 3-5) with your team of change advocates so they have ownership in them as well. And then create a monitoring plan - i.e., every month I'll run "audit report A" to track progress on KPI 1, 2, 3, 4 and provide this as part of my portfolio status report. Ideally, the reports show continued success in the outcomes, but if they don't, you must have a mitigation plan to get them back on track!

Milestone date review meetings are helpful to monitor progress in projects. Meetings are triggered either by the meeting of the milestone or the passage of the target date. These meetings allow the team to review progress so far, discuss impediments and limitations, and discuss ideas for improvement and/or adjustment in the next iteration. These dates help the team prepare their ideas in advance and mini meetings prior help generate ideas and allows voices to be spoken with clarity of forethought and confidence.

Fear of the unknown is an evolutionary response that kept our ancestors safe. Today, in the corporate jungle, we face similar challenges. Adapting to new environments is essential for growth—the more we resist, the tougher it gets. Embracing change and learning to deal with it is crucial. As the saying goes, adversity introduces a person to themselves. Change helps you know yourself better and tackle challenges.Great accomplishments come easier once you stop resisting change. Create a transparent, positive work environment where change is openly discussed.Let the team express concerns, acknowledge their challenges, build confidence, and mentor them through it. This way, everyone grows together, making the journey smoother and more rewarding

In organizational change, seeking assistance is not a sign of weakness, it’s a strategic move. As a leader, you play a crucial role in supporting your team during transitions. When team members struggle to adapt to new changes, it can impact morale. Don’t hesitate to voice your concerns to your superiors and ask for guidance. During these pivotal moments, teams often find themselves teetering between survival and burnout. Instead of merely surviving, let’s aim for the recovery or performance zone. Encourage rest and self-care, recognizing that humans tire during change processes. By fostering resilience, you contribute to a healthier organizational culture where transformation becomes an opportunity rather than a burden.

Change is a process that takes time. We need to be patient with our teams and persistent in your efforts to support them, and provide the trainning that they need to success.

Change Element - personification - Introduce “Change” as a new person in the team. - Make existing team members to build comfort and handson with what a change introduces and impacts ways and means of working from an existing situation. - Always introduce “change” as an element that can be rolled back not as a hard and fast rule to follow. - Periodically evaluate degree of alignmnet and nullify disagreements rationally. Always remember “no change can be introduced without friction.” All that is needed is the time to evaluate reactions, responses with the changes introduced and counter act with results to gain acceptance.