How do you positively influence cross-functional team members and stakeholders who resist?

One of the manner in which I try to augment this is by clarifying the shared nature of goals and how each stakeholder has a critical role, responsibility and deliverable to ensure that the shared goals are achieved. The saying that we all sink or sail together as each goal is like a ship on which we all are together. The other aspect of that stakeholders must exhibit boundarylessness to ensure that they have their colleague's back.

When people resist it usually is because they are not aware of the impact of change to them. clarify what that will be and even then you may still have a firm no on your hands...so next step is to keep the 'what's in it for me' mantra alive...if that still does not move the needle the next item is to deep dive into the personal mindset (I call it their personal target operating model) and determine if the resistance is rooted in there...e.g. if a person is about to retire in 3 months time and you are asking him to learn a whole new skillset that he will never use again in 3 months it is understandable the resistance...well now that you know leverage that person as the 'legacy' expert...now you have made him a part of the change !

Key to understanding the source of resistance is also not making the issue about the person or the project about yourself. If the person is resistant due to lack of perceived value, this will kaibosh any hope of having them on board. Actively listen and ask questions that get to the source of the issue. I find people resist even more if they feel like I am not being genuine or am trying to push my idea or initiative. Sometimes it is simply about a person not feeling heard or that their contributions are valuable. Other times it can be about existing work being unraveled or changed. Any of it is worth finding out and working towards a shared resolution to remove the resistance.

Understanding resistance requires empathy, not assumptions. People often resist change not because they are unwilling but because they are uncertain. In my experience, asking open-ended questions and actively listening to their concerns often reveals deeper motivations : whether it’s fear of disruption, a lack of resources, or unclear goals.

While communicating clearly seems like a given, I have seen this missed frequently. Make sure the communications are targeted to specific stakeholders and start with what is in it for them. Too often, the benefit gets buried in the fine print or at the bottom of the email. If your goal is to make sure folks understand the impact of your project, get their attention right away. Attention is hard to come by, don't waste time. You can always include links to supporting context for those who want it.

Occasionally people want to stand on the sidelines. These may be critical players with much knowledge and stake in the project. Team members may lack the confidence that their ideas would be accepted or viewed as significant contributions. Others may want to exclude themselves to be able to divert blame if projects are unsuccessful. I have found it helpful to discuss the issue at hand one-on-one, assuring them that their opinion is essential for the project to succeed. If they continue to refuse or separate themselves, an approach I have found effective is to allow them not to be a member of the core team but a periodic stakeholder. This method will enable them to get updates and offer opinions as the project progresses.

When people feel involved, they become more invested. I’ve seen firsthand how inviting team members to contribute their insights early on leads to smoother collaboration. Once, during a restructuring project, rather than presenting a fully formed plan, we worked together to shape the direction. The process became more inclusive, and those who were initially hesitant became strong advocates for the outcome. It’s amazing how much more engagement you get when people feel they have a voice in the journey.

I once was told by a colleague of mine ' I don't think I will ever invite you for my birthday but I will always trust you and your direction' while that first startled me it actually was meant as a compliment from that person...he said that while he did not 'like' me he would follow me everywhere and trust my working decision without question because I earned his trust and not taking myself too seriously seemed to have helped a lot. Since then ,even though I love to be friends above all I always tell people I work with 'You (and I) are part of a team , we may not be friends but we are a unit , we may fight like brothers and sisters but to the rest we are one and i will always have your back!...and Back it up ! Actions mean more than words

Put time lines, re-assess strength and weakness for reconsideration. Encourage, especially, when they really have potential.

Flexibility and understanding go hand in hand when managing resistance. It’s important to recognize that every team and situation is unique, and solutions can’t always be one-size-fits-all. I’ve learned that being willing to adapt plans : whether that means extending a deadline or rethinking a particular approach, can make all the difference in gaining trust and support.