What do you do if your organization is facing resistance to change and declining employee engagement?

A lack of engagement often suggest we haven't spent enough time articulating the why of the change. If people can't understand the change, and their role in it, how could we expect their engagement? Leaders need to be brave, front up, and listen openly - especially to those who are most disengaged. This doesn't necessarily mean the change isn't required, or that the change won't progress as planned, but Leaders must invest in time with their organizations most important resource: its people.

in re point 1 - so important and a step so many miss - ACTIVE listening and acknowledging. too many skip straight to the 'fix' without listening to what actually occurred

In my recent project where we were switching from an exiting ERP system to SAP, which was a whole new program and it impacted almost everyone. Employees were worried that it would be too hard to learn, and clients stressed about data security. We listened! We held meetings to understand their concerns and created user-friendly training and content for employees. Clients were sent regular updates to ease their worries. Open communication kept everyone informed. The result was a smooth switch with fewer mistakes and happier clients. This showed that listening to concerns, offering clear help, and talking openly are key to a successful big change. Listening and being ready to offer guidance and support always helps.

People resist change that feels... Imposed: Involve your team in the "why" & "how" of the change. Insecure: Address concerns & provide support during the transition. Unclear: Clearly communicate the goals & benefits of the new culture. What you must do: Focus on the positive: Highlight the benefits of the change for both individuals & the team. But don't oversell. Build trust: Be transparent & open to feedback throughout the process. Small wins matter: Celebrate early successes to keep momentum going. Leaders lead by example: Demonstrate the desired behaviors in the new culture. When you address these points, you can reduce friction and create a smoother transition even in a disengaged team.

Resistance to change can be viewed as both opposition to a shift in the status quo and a natural response to disruption. Embracing resistance strengthens change initiatives when seen as valuable feedback, an opportunity to engage skeptics, and a way to foster enthusiasm and passion. Understanding how disruption leads to resistance, such as lack of clarity or fear of job loss, is crucial. Remember, resistance cannot be avoided; it must be addressed. As a change leader, it's your responsibility to surface and tackle these frictions and to learn the leadership skills necessary to do so effectively.

First of all, an open attitude and a willingness to listen always helps. After this, speak the 'language' of the stakeholders you are trying to get on board with the change. If they do not understand the benefits of the change initiative for reasons that have already been shared, then find out what is most important to them and draw a clear connection between the change and this. If you can use real-world examples or specific scenarios that relate to what they do in the organization, even better. :-)

Resistance to change is usually fear of the unknown. If the change hasn't been explained well with both what's actually changing and the direct impact and benefits on the individuals, the natural tendency is to question at best, resist at best. Finding the loudest resistor and getting that person onboard with the change is an effective way to understand why the hesitation is there and how to address those concerns.

In navigating change, understanding context and the "why" is paramount. Resistance often stems from unclear rationale. Leaders must proactively engage employees, acknowledging their concerns and articulating the necessity for change. By transparently addressing influences within the business and the broader context, leaders foster engagement and mitigate resistance, driving successful transformations.

Engaging employees in the change process is critical and does not have to be a huge time commitment. Briefing out potential changes is helpful and ensuring there are opportunities along the way for employees to have a dialogue with the change leaders is critical. They want to feel heard, not spoken to, and will frequently raise topics and concerns that may not have been considered. It's important to not overcommit at any point in the change journey and build up trust and commitment along the way.

Follow up with your employee. It is great to offer support to your staff, but ongoing support is more effective. If you offer a workshop or mentorship program, ask for feedback. If an employee asks for assistance, follow up a couple days later on how comfortable they now are. It is important to remember that we all learn at a different pace and absorb information in different ways. Get to know your employees and ensure they are comfortable and confident with how new information is being translated to them.

Often as managers we celebrate smalls or big wins the way we would want the win celebrated, or offer rewards in the form of what we would like to receive. What I have learnt is to get to know your employees well enough to celebrate their milestones in a way they feel most comfortable. Some employees do not like being called upon in a room full of people, but prefer a private one-one-one conversation. This is the same for rewards; As a manager, we may prefer being given a day off as a reward, whereby an employee may prefer a small financial reward or a gift card. Identify the needs of your employees and reward them with what they would appreciate, instead of what we assume they would appreciate.

In times of resistance to change, celebrating milestones can be a powerful tool. Acknowledging achievements, both big and small, fosters a sense of progress and accomplishment - they may have imagined change impossible but now they can see how far they have already come. It boosts morale, reinforces a positive company culture, and creates momentum for further improvements. By recognizing employees' efforts and successes, organizations can inspire motivation, enhance team cohesion, and ultimately drive through the sustainable change.

Making adjustments demonstrates you are hearing the feedback and want to make this work as well as possible for all impacted. Sharing the change from the original idea to how you received the feedback, what you did with that new information, and why you made the change will be critical for the success of the initiative and the buy-in of the employees at each phase.

This question indicates the cultural change initiative was not appropriately designed and is being imposed from above. It is a question that should never be asked! Culture change must be a holistic change by first getting input from EVERYONE. That is because all personnel are the stakeholders. No competent change manager would start a project without determining who the stakeholders are! Cultural change must be done with an assessment of the current culture and desired future culture by surveying everyone.

To improve employee engagement, leaders should actively listen to their team's feedback, communicate openly about solutions, and recognize hard work. Investing in professional growth, encouraging a positive workplace culture, and supporting work-life balance are also key. Acting on feedback and leading by example are crucial to show employees their value and set a positive tone for the organization.

When an organization is facing resistance to change and declining employee engagement the root causes of that situation should be identified. Is the cause in leadership? Does it relate to the whole organisation or certain cultural sources that radiate across other areas? Are people tired with too many changes or have not there been any for a long while? Is the source of disengagement external, but impactful enough to affect the organisation? Or else. Having the root cause identified a good plan should be made, since it is to link multiple perspectives: the change itself and its strategic setting, motivation and identity of employees, brand of the employer, leadership abilities and potential, and perspective at the future.