How can you lead a team through change resistance?

When communicating why ensure that you also communicate what’s in it for them … then take them along the journey with you with consistent and transparent communication as a non negotiable

The “Why” should also reflect and stress on personal gains more than organizational achievements. Though both are related, personnel who care about organizational goals, won’t need a “why” trigger. Relation of “Why” with “personal” rather than organizational achievements is important due to the “re-orgs” and “Layoffs” that keeps demotivating workforces. Sometime (most of the time) this category of workforce is not rewarded as per their contributions that leads to the numbness with organizational goals.

To lead a team through change resistance, it's important to communicate the vision clearly, foster open communication, involve team members, provide training and support, lead by example, address concerns directly, break the change into manageable steps, empower and delegate, monitor progress and adjust, and recognize and celebrate success along the way.

It doesn't start with "why", though it sounds like a good idea. It starts with "WE". Belonging comes first. We need to feel part of a team or group first. It needs to be personal and more or less unconditional, if it's really going to lead to great work.

This is probably the first matter to deal with. Questions will arise, and this is the most important aspect to consider. Listen to questions, listen some more, ensure you clearly understand what is being asked before responding. This is the most critical, and will show that you actively understand the change and how you can help.

Explain the reason for change and the outcomes of the change,Give your team time to reflect on the projected outcomes and allow them to voice out their concerns about the change.Don’t promise anything individually but explain the benefits to everyone involve in the change process.

Change resistance is never quite what it seems. The first place to look is in the mirror. Are you leading the change in a coercive and unilateral manner? If yes, then the resistance I towards your leadership style rather than to the change itself.

People support what they help to create, so the more change comes from the bottom up, the better. Involve your team from the beginning of the process so they can learn, take ownership, contribute, and help lead the process. Creating workgroups run by non-managers to consider problems and find solutions is an excellent way to strengthen their skills and tap into fresh and institutional perspectives. Group participation is also a great development tool and allows staff to stretch and build their skills by taking on different kinds of assignments.

Information or training is usually readily available. The real problem is turning knowledge into practice. You have to over-invest in local leadership and situational structures that help people get on the right behavioural path and stay on it. Most people fail to change because they run out of energy rather than because they don't want to change. Reinforce, celebrate and reward.

Retraining even on the things we knew we are expert in. Technology evolves rapidly. Work by example by letting your team know that you are retraining and training.

Change doesn't trigger emotions, people do. The first issue is ensuring that you are working towards a set of change leadership principles (like those inspired by growth mindset in the book "Safe to Great - the New Psychology of Leadership"). Having a set of effective change leadership principles means that you will more likely get off to a good start. But conflict is likely. Listen, listen, listen. Take action on what you can change. Don't over-promise. DOn't pay excessive attention to critical voices in the early phases. You need to focus your energy on the early adopters, the first 22 percent. When they are convinced and working successfully with the new methods, you are more likely to get others to follow.

Change is best driven by instrinsic motivators. Be careful of too many extrinsic rewards and excessive cheerleading. People will need to self-motivate. Too much celebrating and flag waving tends to drive more cynicism than real change.

People are so different in the way they process change. Some embrace it, some shrink from it, some warm up to it, some totally resist, or at least it seems that way. Plus, adults prefer to feel more confident while they learn a new skill or role as part of the change. If you are leading change, pay careful attention to your rooms and ensure you understand what drives the people in them.

Aquí hay algunos consejos específicos que puede utilizar para superar la resistencia al cambio: -> Empieza por escuchar: Tómate el tiempo de escuchar las preocupaciones de las personas y sus razones para resistirse al cambio. -> Responde a las preocupaciones: Responde a las preocupaciones de las personas de manera honesta y directa. -> Ofrece apoyo: Ofrezca a las personas apoyo emocional y práctico para ayudarles a superar la resistencia al cambio. -> Sé paciente: La resistencia al cambio puede tardar en disiparse. Sé paciente y comprensivo con las personas que están resistiéndose al cambio.