What do you do if your employees are resistant to change?

Look, I've said it before, but it bears repeating: You've gotta consider the team leader's influence and change capability in this situation. If that's you, here's 4 hard questions to ask yourself ???? ???? Are you a leader people want to follow? ???? Are you genuinely championing the change? ???? What would the ideal leader do in this situation, and how can you embody those behaviours and traits now? ???? How could the change team better engage and support you? Your responses to these questions will help clarify the actions you need to take. You've got this! ??

Who’s first! Start with the person, first. Find out who they are at this time - this is where 99% of issues start. In many cases the person/leader feels like they are lacking resources. Ask them what they need and what they are passionate about. Fuel both if possible. If they are having temporary issues (health, wealth, relationships), this will come out too. Get them help and empower the leaders on the team to step up. This isn’t a WHY question. This is finding out WHO needs WHAT.

Everyone is resistant to change that's human nature. To get around that, you have to communicate. Explain very clearly: - Why the change is necessary - How their work will be easier - What new tasks will be required Simple communication will eliminate most fears.

It's about trust. If the team is resistant - you haven't established enough trust yet. People are delighted to change - when they both trust you and understand the benefits. They have to trust you first, then they can actually hear the benefits. If your team is resistant - you haven't built a foundation of trust.

Here's the fix: - Uncover their reasons for pushback. - Communicate the change early and clearly. - Listen to concerns and address them directly. - Highlight the benefits for them and the company. - Get them involved - their input matters. - Offer support and resources for a smooth transition. - Celebrate wins to keep momentum going. - Patience is key - change takes time.

Clear communication is critical for any change to be adopted. As a leader you need to communicate: - What's changing - Why change was needed - How will it benefit or impact team members - What can team members do to reap rewards of change - How will you support their journey Most importantly, listen to their concerns and challenges. Recognize that their thoughts are genuine and then help them overcome their fears. Clear Communication is Central to any Change.

Change management is one of the core deliverables for leadership. For change management to work for employees, it is important for leaders to communicate clearly to employees to help them understand the need for change, what the change looks like, why the change is in their interest and benefit, and how they can effect the change by taking practical steps within their means. Where employees genuinely need assistance on any of the above, leaders have to deliver the support to empower the employees to make the transition successfully. This will avoid employee fatigue or even cynicism, as employees feel that the change is meaningless or foisted upon them by force.

1. INSPIRE WITH THE VISION Paint a vivid picture of the post-change workplace, including details for how employees will benefit personally and how others on the team will benefit. Describe why the change matters. 2. PROVIDE AFFIRMATIONS. Notice when change resistant employees take small steps in a new direction and affirm them for their efforts to grow. 3. RESPOND CALMLY TO MISTAKES. Let your people know that mistakes will happen, and that’s OK. Mistakes and failure are a necessary part of learning and growing.

Clear as mud. You have to arrange the mess into a message or it will be slow going. When Chaos shows up for breakfast, pick 1 thing at a time to focus on. What kill help or hurt us most (often this is what has been given to us by those above who see the whole picture). Focus on one thing, then tackle the next “#1.”

Start with their input. Get your team involved in designing the change. They are the ones who understand the pain points best and who want a change. Your communication is way clearer when the team starts with ownership of the solution. (and getting their honest input starts by building trust)

Change should be a value adopted in the internal culture, especially with fast-evolving technology trends that will continue for the coming decades. Change should be promoted as a new opportunity to improve, capture low-hanging fruit, and prepare for the next phase. Pre-, during, and post-communications are critical success factors in securing smooth and successful Change. While Change can be global at an organizational level, it is crucial to involve concerned employees in this process early and in a timely fashion, let them participate in decision-making, and feel the ownership of the change. Employees who understand their role and contribution in this process tend to advocate rather than resist it.

When change takes place, people feel lost or need help understanding where they fit with the change taking place. It is essential to be supportive and offer resources such as training, mentorship, and guidance, making the transition easier. When not done, it is possible to create an environment that is not conducive to productivity. Instead, you risk creating an environment where people feel anxious and lost due to the lack of resources or support. It is essential to communicate effectively and as often as possible and reassure people how the change taking place will benefit the organization and people. When you take the time to explain the process, and provide resources and support, people feel safe and will typically be more productive.

In this case: -Engage them in the change process. -Consider their input. -Allow them to have a say in decisions. -Encourage a sense of responsibility and involvement. -Increase engagement:

True leadership comes from selling the what and the why, while empowering others to figure out the how and when. If you are an entrepreneur or visionary leader, your job is to communicate the vision and empower your people by removing the obstacles that keep them back from achieving the vision/goals. Aka - servant leadership. The only way this works is through collaboration. Not cooperation. Cooperation is siloed and subpar. It’s the land of “yes men”. Everyone agreeing and being robots. Collaboration is based on feedback and iteration. Collective approach to work. Focusing on collaboration through empowerment is one of the fastest ways for you to achieve your vision/goals. Empowering your people is the way.

Creating an environment where employees feel appreciated and valued is essential to make true impact and drive meaningful and sustainable change. This will enable employees to be more engaged and proactive in their efforts to contribute positively.To have a bigger and more meaningful impact, it is important to include employees and allow them to take place in change and overall impact to the organization. Getting employees input, ideas and providing a platform for them to be heard and seen, are all vital to employee empowerment. When employees feel heard, and seen, they take ownership of their contributions, are more creative and have an opportunity to contribute significantly to the organization and the desired change.

As a leader, you have the power to influence your team's attitude towards change. If you want your employees to welcome change, you should lead by example. Show them that you are committed to the change and highlight its benefits. Your positive and confident attitude towards change can rub off on your team and inspire them to follow your lead. It is also important to be the first to adopt new practices or behaviors associated with the change. By doing so, your team will see that you are willing to take risks and try new things, which can encourage them to do the same.

This is huge ??…when faced with change and uncertainty…when a team sees a leader jumping in and embracing the change themselves…it brings morale and buy in. When our landscaping crew faced a huge change…my supervisor showed up and got his hands dirty and listened to our concerns. Gained serious credibility that day.

Leadership is about influencing and helping people. Setting an example and modeling behavior that matches your words is vital to implementing transformational leadership and innovative change. When your behavior and actions match what you vocalize to your followers, they will see this firsthand and follow suit. If you are positive, confident, and innovative and allow team input and buy-in, you increase your chances of impacting people and organizations more profoundly. Therefore, it is essential to model and implement what you say so that others can believe in your vision and leadership.

When employees are resistant to change, it's crucial for leadership to navigate this resistance with understanding and strategic actions. - Involve Employees in the Process: Giving employees a role in the change process can increase their sense of ownership and commitment. Seek their input, listen to their concerns, and incorporate their feedback where possible. - Provide Support and Training: Ensure that employees have the resources, training, and support they need to adapt to the change. This can help minimize anxiety and build confidence in their ability to handle the new way of working. - Recognise and Reward Adaptation: Acknowledge and reward those who embrace and adapt to the change.

When facing employee resistance to change, first, identify the underlying cause—be it change fatigue, fear, or lack of understanding. Understanding the specific reasons enables a tailored approach. Some might fear the unknown or feel overwhelmed by recent changes, while others might not grasp the change's purpose or benefits. Address each concern with targeted strategies: for those fearful, provide support and reassurance; for the overwhelmed, implement change in manageable phases; and for skeptics, clearly communicate the rationale and potential benefits. This nuanced approach fosters acceptance and eases the transition for everyone.

Navigating employee resistance to change, I've emphasised the importance of monitoring progress. I've found, that setting clear, incremental goals and celebrating small wins significantly shift perspectives. Regular 1:1s provide valuable insights into employee sentiments and adjustment levels, allowing for timely interventions and support. For instance, in implementing a new software system, we tracked user adoption rates and offered targeted training to those struggling. This approach not only facilitated smoother transitions but also created a culture of continuous improvement and adaptability. Monitoring progress then becomes a powerful tool in managing change effectively, ensuring both organisational and employee growth.

Quite often resistance is due to gaps in understanding. That’s their understanding of the situation as well as your understanding of how they feel about it. So the first port of call to helping them through to a point where they can get on board is to ask them all about how they’re feeling, their views, their perspective. It not only gives you information but also makes them feel valued, understood in the round. And that in itself can help them move to a more positive place. (Of course, the SARAH change curve is a useful reference point for seeing where they may be in terms of their reaction but questioning will always uncover it anyway).