How can you coach employees to manage resistance during change?

Don’t. You don’t “coach” employees to manage resistance. You listen and understand their objections. You may be able to “coach” an employee to adopt the change, but that’s not the same as managing resistance. As a change manager, you may be able to coach a leader to recognise and manage resistance in their team. Good change management anticipates resistance, designing communication and training to minimise resistance. Some people resist for the sake of it. For those, smile, listen and buy them a coffee.

I often coach new junior consultants to move away from the word resistance, and split this into two basic areas: 1. emotional responses 2. factual responses Emotional responses: It's important to accept this type of response as legitimate and something we can often help just by listening and supporting the individual to work through a situation or problem. In the end though we can facilitate but the responsibility lies with the individual. Factual responses: Often coming from specialists who see flaws in the planning, or where certain criteria for success haven't been properly thought out. When this response is given it is extremely useful to listen, and see how we can build this valuable feedback into the planning improving the plan.

People can find change really difficult In the workplace this is often for a number of reasons: -not knowing the full details of the change -not knowing the impact on them -liking the status quo The way to help reduce resistance is: -ensure people are engaged early -make sure they know what the changes are -ensure they know the impact on them -ensure they know the process for transition -let them share their concerns -update communication regularly -allow questions to be asked regularly Sometimes people have valid concerns that need to be factored into the change plan…people can spot things that may have been overlooked Ensure there is proper support & training for any changes so that people feel equipped to work in the new state

We aren’t really coaching people on how to manage resistance - we are coaching people on how to manage change… Change is a moving target - it’s hard and it’s emotional for everyone in some place of the change transition… Resistance is a measure! It’s a way to identify a gap in a change approach… and people who show resistance are the people we should be hearing… We may have missed one (or three) small things that they can’t get past… that could help unlock the way forward for successful change… resistance is a change agent!

We often look at the person resisting and try to persuade or convince them. We can also listen and use their insights and concerns to look at the change itself using their resistance as feedback to improve the solution proposed.

The communication is crucial but it’s not just about telling employees stuff. Being authentic, leader led and recognising the issues/challenges the organisation will face will help to engender support from colleagues. Senior leaders should lead the way here and not leave it to consultants, Change or Project Managers.

Most people don’t adopt an idea because they want to change. They adopt it because they believe in its ADVANTAGES. So you need to persuade others that the change will... Deliver advantages that are easy to adopt, and clear in the value they provide. In other words... You need to shift their focus from the: NEED for change… To the… MOTIVATION for change.

Beside communicating the big objectives of the change and the alignment to the organization objectives, we need to emphasize the benefits this change will bring to each of the individuals impacted by the change. Biengranada able to clearly answer “what is in it for me?” helps to get the buy in. We need to remember that managing the individual change is fundamental to achieve organizational change.

Anyone that has ever truly dealt with resistance knows those who are most resistant appear either to have a lot to lose personally, or they lack trust in the those pushing the change. Communicating is about persistent management of expectations so be sure to do these to help manage the resistance 1. Talk about what isn't changing - not everything is and comfort from loss can be found in what is staying the same. 2. If the change has been tried before, say why this time it will be different. Acknowledge and act upon why it didn't previously work. 3. If people truly do not want this change and their reasons appear to be self serving or not in the greater good of the organisation then be prepared to help them move on to new roles elsewhere.

If given a choice, most people would not choose "change." But they will choose to implement process or adopt new behaviors (etc.) if they agree with the proposed OUTCOME. It's not the process of change that people ascribe to, it's the end goal that they engage with. When some understands and agrees with the potential, advantages, and benefits that will result from change, then they are more likely to reduce their resistance and foster the change collaboratively.

Terrible idea! Telling employees they are 'involved' in designing the change is disingenuous. They rarely can be involved in designing the scope for a change. It's more likely a regulatory or technical driver outside their control. There is a possibility that they could influence the delivery methodology, but don't tell them, "we're all in this together" when they're not.

I think the message is more about that your community has a voice and that voice must be real. Individual participation is just not achievable in any organisation of scale so its all about have a representative of a function/area who can bring the insight to the project plus take insight and messages back. We must be transparent, you may not have an individual voice in the project/programme but your community does and this is how we will support you all ensuring your representatives can hear your views. We also need to make sure folks understand a voice does not mean you will get everything that you want!

It is imperative to maintain unwavering transparency and honesty when communicating with employees regarding their role in the change process. While they may not have control over every aspect of the change, being transparent helps them grasp the underlying reasons for the change. Involving them in refining the delivery process not only enhances their skills and adaptability but also fosters a sense of ownership. In conclusion, employees may not always shape the entire change scope, yet their contributions to relevant aspects are pivotal to successful change management. Transparency, unambiguous communication, and a sincere effort to harness their expertise are pivotal factors in ensuring the effectiveness and inclusivity of change.

With all due respect, people who say that an employee cannot participate and collaborate on the strategic, operational and role changes on a design level even and before the actual change is determine are part of the problem. If you are having f financial difficulties, or seeking new partnerships or to float or to roll out new systems and processes - this is where you may actually have that one person with a brilliant idea or innovation or a skill you haven’t before tapped into that solves the problem, with the negative changes at all.

So I completely agree that we shouldn’t tell colleagues they’ll be involved in a change if the reality is they won’t. But I also 100% agree that if you can embed true subject matter experts in your change initiative to first hand influence the best possible design of the new solution you are guaranteed to have more ownership and easier adoption. The driver for the change may of course be out of their control and they may have no decision in delivery methodology but they are usually super valuable to the change team. Without their (genuine) involvement in the solution design you’re taking too big a risk that the solution will be suboptimal.

Preparing FAQs in advance is another way to support employees in managing change resistance. This is especially important for change agents, HR, and managers to equip themselves with enough knowledge to face questions addressed by employees during the change.

Yep aligning the change to their own aspirations is key so that they have a vested interest in seeing the change succeed. This requires a very clear understanding of an individuals professional goals and typically this exploration is best handled by line managers of teams to ensure that it fits in with the wider performance management framework of the organisation.

Surveys are great when used and managed well - employees need to a) see the results and b) see the action Keep in regular and meaningful contact with your group of change advocates (the ones you hopefully brought on board earlier in this process) Share updates, ask for feedback, share ideas and keep the momentum through consultation. If something comes unstuck, be seen to listen and deal with it wisely and with the urgency required. Leading Change is deeply rooted in trust. Invest in that trust and your change program will pay dividends beyond the core deliverables, it will contribute to a climate of change energy instead of change fatigue.

Empowering change champions within the organization is a highly effective strategy in change management. These, usually, enthusiastic employees, who have embraced the change, wield substantial influence over their peers due to their credibility, relatability, and problem-solving abilities. They can act as motivators, disseminators of information, and conduits for effective communication, making the change message more compelling and relatable. By aligning with change champions, the organization can create a culture that supports and values the change initiative, ensuring its sustainability and long-term success.

Above all of what has already been said on capturing and monitoring those that are appearing to resist, it is important that their underlying reasons for resisting and how they are being addressed is transparent to the individual and if appropriate shared and made transparent to the wider organisation. Asking for feedback and capturing resistance must follow a process from demonstrating you have heard the person concerns, that you have a robust process for logging and investigating their issue they are raising and that whatever decision is made as to what will be done with the root cause identified, that is has been well evaluated and prioritised balancing the individuals points of view and relevant impact to the goal of the change.

Coaching employees through resistance isn't just about problem-solving; it's about embodying the change you wish to see. Leaders should be the epitome of the adaptability and optimism they expect from their team. When you transparently navigate change - sharing your own hurdles, strategies, and breakthroughs - you create a living case study for your team to learn from. Storytelling technique can be particularly powerful here: craft narratives that illustrate the change journey, making the abstract tangible. Use quotes or symbols that encapsulate the vision, serving as a communal touchstone. In doing so, you are not just instructing employees to change; you are inviting them into a shared, evolving story of transformation.

“Be the change” “The behaviour you walk past is the behaviour you condone” “Walk the talk” And… and… But it’s not just about how you show up to the organisation as a change leader, it’s about how you show up to the decision makers, investors, your team.. and yourself! When it’s going well, shout from the rooftops If it’s not working, be brave and be vulnerable, acknowledge it and do something about it. You’ll be glad you did

Inspiration will lead a long way as they say! When you see a manager with bright eyes, passionate about transformation and its outcomes, this project will energise people around. On numerous occasions I remember sharing my vision of how change would shape up our future if only people were involved. It changes everything. If you believe in the project and can clearly visualise and show the "end picture", it's impossible for people not to be inspired. Do it in both formal and informal settings. This will bring you closer to those involved and will facilitate communication.

We must rethink resistance as a bad thing. If we want our changes to be successful. To have the highest chance of achieving the benefits in the shortest timeframes. We must think of peoples feedback on what we communicate and set as goals for them as potential sources of project risk that we must uncover and mitigate sufficiently. If we reframe resistance to be risk mitigation strategy it takes much tension out of the conversation and allows you as the leader/manager in the situation to truly engage with your coaching ability to leave judgement at the door and truly get to the root of the feedback and determine how best to address it.

Shift the mindset. Change is inevitable. Those who embrace it thrive those who continually resist and are constantly overwhelmed by it don’t. Prioritize the work, create psychological safety so people can feel comfortable sharing their thoughts and why they are resisting, communicate effectively focusing on WIIFM, change the narrative by highlighting change as an opportunity for growth, advancement, innovation. Not doom and gloom. As leaders it’s our job to remind folks we’ve all overcome change in our lives. It’s a journey, so clear the path and guide them to a destination.

Here are the questions leaders should ask themselves to manage change and resistance to change. 1. Who is resisting this change and why? 2. What behaviors are used to demonstrate that resistance? 3. What role do emotions play, on both sides of this argument? 4. What tactics and behaviors used to overcome resistance to new approach? 5. What lessons can you take from this experience?