What do you do if your colleague is resistant to change and needs feedback?

Highlighting the benefits of change, such as increased efficiency or personal growth opportunities, can help motivate colleagues to embrace new ways of working. Providing concrete examples of successful change implementations can also alleviate concerns and build confidence in the process.

When a colleague is hesitant about change, it's important to approach them with empathy and understanding. Start by having an open and honest conversation, listening to their concerns, and acknowledging their perspective. Offer constructive feedback gently, focusing on the benefits of change and how it aligns with the team's goals. Be patient and supportive, encouraging them to voice their thoughts and ideas. Together, find common ground and work collaboratively towards embracing change for the betterment of the team and organization.

Resistance to change is woven into our DNA as humans. So do not hold this against anyone. Now, assuming that this person's resistance to change is hindering your or the company's growth, it is natural that you would want to give feedback. The problem here is, no one likes to be given feedback. The majority of humans take feedback as a personal attack. What you need to do here is to bring the person to a place where they want to know about the feedback. This could be done by asking open-ended questions. Do not assume the person is resistant to change, may be it is a lack of understanding or motivation, find the cause and then take it from there.

I think the possible reasons why people are reluctant to change are more complex and can be looked at via an integral model with four areas. Reasons can be internal and individual, like personal goals, experiences, personality traits. They can be external and individual, like a lack of abilities. They can be internal and collective, like a culture that fosters and inhibits certain behaviours, implicit rules, shared beliefs and certain styles of communication. And last but not least external and collective reasons, like systems and structures, the individual human being is in. Looking at those four quadrants helps getting a holistic picture of what's going on.

As a coach, I see resistance as a signpost, not a roadblock. When a colleague hesitates to embrace change, I take it as my cue to step into their shoes. I make it my mission to understand what's at the root of their hesitation—is it fear, misunderstanding, or a comfort in what’s familiar? I initiate conversations that are more about listening than talking, creating a space where they can voice their concerns without judgment. By acknowledging their fears and doubts, I'm able to meet them where they are, helping them unpack any limiting beliefs that may be holding them back. Together, we navigate through the fog of resistance, turning apprehension into a roadmap for change that they can believe in and act upon.

1. Be trustworthy: Show your colleague you're reliable and know what you're talking about. This builds trust, making them more open to your feedback. 2. Be clear and honest: Communicate openly and directly, but kindly. 3. Focus on improvement: Frame your feedback as a way to help them and the team succeed, not a personal attack.

In addition to consistency and competence, actively listen to your colleague's perspective without judgment. Acknowledge their concerns and demonstrate empathy to strengthen the trust bond. Moreover, follow through on promises and commitments to reinforce reliability and credibility, further solidifying the trust dynamic.

Before you give feedback to your colleague ensure he trusts you, and understands your intentions behind giving this feedback. Even while asking open-ended questions to identify the cause of the change resistance, it is important that the person trusts you. Otherwise, they will not open up and give you honest answers. The trust factor would play a major role in deciding how your feedback is perceived.

Building trust is fundamental in any professional relationship, especially in a coaching context. To build trust, it's essential to be consistent, transparent, and reliable in your interactions. Actively listen to your clients' concerns and perspectives, demonstrate empathy and understanding, and maintain confidentiality to create a safe and supportive environment. Honesty and integrity are key; avoid making promises you can't keep and always follow through on commitments. Over time, as you demonstrate your expertise and genuine commitment to their success, your clients will feel more confident in your abilities and intentions, strengthening the trust in your coaching relationship.

People usually do not accept change out of; - Fear - Lack of confidence Which arises due to less self satisfaction You need to ensure that you let your colleague feel safe about your opinions related to work and support throughout.

Do not leave them high and dry, but do not spoon fee either. I usually ask the person to come up with an action plan and offer to brain storm on it with him. Or, once they have the plan ready, we can run through it and identify where they would need additional help and support and from whom so the same can be arranged. Remember, you want them to take charge of things, other wise this shift would not last for long.

If you’re facing resistance from a colleague, remember, you can be the compass that helps them find their way. Assure them that it’s not just okay to stumble; it’s part of the journey. You walk alongside them, to offer a steady hand and the tools they need, be it training, resources, or a listening ear. You'll turn feedback into stepping stones and mistakes into milestones. It’s about empowering them to step into change with confidence, knowing they have a guide to help navigate every twist and turn.

Offering support in a coaching context involves actively listening to your clients' needs and concerns, providing constructive feedback, and offering resources or strategies to help them overcome challenges. Show empathy and understanding, validate their feelings, and be present in the moment. Tailor your support to their specific situation, and encourage them to take proactive steps towards their goals. Regular check-ins and open communication are crucial to ensuring they feel supported throughout their journey.

Colleagues may resist change because they're unsure about their role in it. Being transparent about the transition plan, how it'll unfold, and its potential impacts on them and their peers builds trust and understanding. This open dialogue helps everyone feel more comfortable and confident as they navigate the changes ahead.

When it’s time to give feedback, I always choose to wrap it up like a sandwich. This means starting off with something positive—this is the top slice of bread that sets the stage. Then, I place the meat of the matter in the middle—this is the constructive feedback and I make sure it’s packed with specific, actionable insights. And to finish, I lay down another slice of positivity, reminding them of their strengths and the value they bring to the table. This Sandwich method isn't just about softening the blow; it’s a recipe for building up confidence and creating a roadmap that drives motivation and growth. With this approach, feedback feels more like a gift than criticism, and it can transform the way we grow together.

Framing feedback effectively is essential for it to be well-received and actionable. Start with positive observations to set a constructive tone. Be specific about the behavior or outcome you are addressing, and avoid making it personal. Use clear, non-judgmental language and offer suggestions for improvement. Ensure the feedback is timely and relevant to the situation. Encourage a two-way dialogue, allowing the individual to share their perspective and insights. This approach fosters a growth mindset and promotes continuous improvement.

Emphasize the benefits of change, linking it to personal and professional growth. Encourage your colleague by highlighting their strengths and how overcoming challenges can further enhance their skills and contribute to their success.

Framing feedback positively is a cornerstone of effective communication and leadership. It transforms potentially defensive situations into opportunities for growth. By focusing on solutions rather than problems, leaders can inspire confidence and motivate their team members to improve. This approach not only fosters a positive work environment but also encourages a culture of continuous learning and development.

X, we have been working together for _______, and I am flattered by how you do ______ some day I would like to pick your brains on this. I was wondering if we have hit a blind spot that is slowing us down, like for instance ______ did you notice that too? (No one likes to say no I did not notice that) Now I do have a few ideas, but I first wanted to know your take on how you think we should _______? (Ask more open-ended questions and bring them to a point where they have mentioned the same concerns.) It is such a relief to know we are both on the same frequency when it comes to ______. I do have a few ideas (feedback) to share on it if you don't mind.

Encourage them to identify areas for improvement themselves, fostering a sense of accountability. Additionally, support their autonomy by allowing them to choose how they approach change and providing resources to facilitate their growth journey.

So adding to what you said so far, I believe we can do ...... does it sound like an approach we can work on? How about you lead this, and make a strategy on how we can do ______. If you want I can make myself available to brainstorm on it with you. We can then identify what help you will need and from whom, to achieve ______ and we can make arrangements for that.