What do you do if your team members resist change and refuse to buy-in?

One big reason for resistance in teams is usually the lack of success stories to learn from. In my experience, the best way to deal with resistance is to get on the ground and spend time understanding the root cause of the problem. Two very common reasons are usually either conditional or experiential personal biases. In both cases by changing the us vs. them barrier between the two parties to an us vs. the problem mindset can help greatly. This allows for the team to also see why certain changes are necessary since they would now feel like they are a part of the task force responsible to drive the change. By feeding into the innate human tendency to solve things, one can overcome resistance more easily.

It is a natural human tendency to stay in one's comfort zone. Mostly we don't like to move out from our comfort zone which we have created / got created due to our continuity in a particular role / assignment. The change is often considered as a challenge to the status co. Mostly the changes are considered to a Top Driven Approach. That's what make it a difficult to implement. If we are looking at getting a change successful than it needs to be ensured that the change is better for them. How it is going to assist them in improving their efficiency, making them more focused and help them grow in their role. It needs to implement in a such way that the change was not pushed through but pulled from the Bottom.

Team members resisting change & refusing to buy-in can be challenging. Various strategies can be employed for addressing the situation. First try to understand their concerns- reason for fear of change. People usually resist change because of fear of losing job or having a negative impact on them. Once I hear them next I would communicate them the reasons and benefits of change. Help them to understand purpose behind the change. In case if needed training and education to be provided. I will also give them examples how I overcame the similar challenges. Maybe some motivational stories on change and its outcomes. Lastly will make them part of the change management initiative so that they learn during the journey and overcome their fears.

There is one root cause of change resistance which has often been either overlooked or taken for granted. And that is the TEAM’S FEELINGS that their previous hard work, efforts, dedication, sacrifices & commitments have NOT been appreciated NOR seen as effective. Hence, the need for the change. That is why as an effective team leader you must do everything you can to PREVENT such feelings to linger longer than required when the change takes place. INVEST substantial TIME to speak to each team member on a 1-on-1 basis to make them feel appreciated, and that there is now a need for CONTINUOUS IMPROVEMENTS. That you NEED their expertise, experiences, skills & knowledge to make the change happen successfully to deliver the desired results.

It's imperative that you understand what motivates your teams and each of the individuals required to deliver success. Entry level, mid-career, and more tenured team members are typically motivated by different things - but one point of consistency is that everyone wants to feel like they were connected to the formulation of strategy and decision making. If change resistance stems from a lack of uncertainty about process and technology, you've likely underemphasized the opportunities for team members to offer input about what works and doesn't work about the current state. Give these team members and customers a voice in defining the problem to be solved, and they'll feel more connected to the process of coming up with solutions.

Communication with your team is a critical first step in a change management project. While communicating clearly is important, the conversation should not be one-way. Avoid a monologue and instead, plan for conversations. Share the why and the what, but allow them to share input about the how. Be clear about their role and level of impact they have, and the change will have on them. Don't over sell the change if it isn't significant. When planning, create different channels (group, 1:1, in-person, virtual) to ensure everyone has the opportunity to engage. Also, be sure to allow time for the team to digest by scheduling the communication at least one week in advance of the official project kick-off.

Communication with clear expectations is a fundamental aspect of the group which means that the buy in is required to make an impact and after all people needs ro understand that the requirements is to get a buy in for objective to be met

Communication strategies should be evaluated from time to time. The method used at the onset when you are briefing the entire workforce may not be appropriate for other steps. If you can, ask the audience how they would want to be engaged and evaluate both the content, and the methodology at the end of every intervention - by keeping in mind that you want the message to be understood, if they don't understand they way you communicate, just go ahead and communicate the way they understand

Remember that everyone accepts change at a different pace. Early adopters will try it because they like the adventure of it & you can leverage their experience to bring others on board. As more and more people begin to accept the change, plan for opportunities for them to talk about their experience and the benefits in front of those not yet onboard. Reassurance is generally what the last group of adopters needs & those that have gone before are the trusted ones to deliver it.

1. Tangible benefits for those impacted by the change: Make sure you can answer the question "what's in it for me" to overcome such resistance to change. 2. Collaborative approach: Instead of cascading information down to them and expecting them to just accept the change and transition to the new state, make them your partners in the journey. Give them a say in the process where possible to have their commitment/support. 3. Understand their challenges and provide a platform for them to have concerns addressed. 4. Make leadership/sponsors the ideal influencers, by sharing the right messages across the board in a way that impacted users connect with. 5. Have a best-fit plan for training and support throughout - empower people. Win-win it is!

When providing training, it is necessary to plan it carefully to ensure a positive impact on the team. Here, I speak not only of acquiring knowledge and skills but also of understanding the reasons for change and managing expectations. People must understand why they are receiving the training and perceive it as a real opportunity to navigate change successfully. Often, it is hastily scheduled, applied en masse to large groups, and delivered in a vague or generic manner. Training? YES, but planned and implemented with the care it requires.

Train ,train ,train u will never stop training and embedding the culture if training in any organization and training is a sign that the organization is continually learning ND inproving

Selective training should be avoided, while emphasis on certain may be needed for a targeted audience, it should be understood that good training before and during change should contribute towards managing misinformation and feelings of being left out.

In a VUCA world, not only organisations change, but most importantly people who form these organisations need to change, to acquire new skills and become more equipped for the demands of work in the future. Lifelong training is important. Training needs to be tailored to the needs of the change project and the needs of the participants.

Involvements, buy in and is a glue that creates a better group dynamics in any organisation's therefore one needs to understands that team involves yields a sense of belonging

Junto a @evelinbaiocchi escribimos un artículo en el analizamos las organizaciones desde la mirada de la Permacultura.Nuestra observación de los fenómenos sociales y deseos de aportar a la innovación social, nos ha llevado a dise?ar un modelo de intervención enfocado en el desarrollo de equipos efectivos. Como dice Fritjof Capra (en su teoría sistémica): ..." cada vez que miramos la vida, nos fijamos en las redes”... No podemos evolucionar sin otros, somos interdependientes, nos necesitamos mutuamente, y seguramente las capacidades que más valoraremos en un futuro cercano estén relacionadas directamente con nuestras capacidades para vincularnos, aprender en equipo y ser conscientes de la necesidad de crecer colaborativamente

Continuos support in all aspect is very key in achieving a productive, self driven and autonomous organization that performs without being micro managed

As an owner, or manager, this can be frustrating to witness. No leader wants to hire a warm body that has no passion for their work! I've experienced this many times throughout my career. I've learned that there are two choices: 1) Give them a clear explanation of what you expect and what you are seeing in them. Tell them this is a warning (be honest, be clear!). Give them one more chance, with a timeframe, and then evaluate. If they don't pass the test, or make the changes you desire, then FIRE them. Don't wast time, get them out of there. You don't want them poisoning the culture of the company or department. 2) Create a system whereby participation is required in tracking metrics. This keeps them more involved in a way they can see.

Addressing resistance in change management involves a nuanced understanding of its roots—fear of the unknown, contentment with the status quo, or unclear benefits. Open, empathetic conversations are key; acknowledging concerns and fears demonstrates respect and openness. Experience shows that honesty in recognizing an individual's challenges with change, while emphasizing the collective journey towards transformation, fosters a supportive environment. By clarifying that it's acceptable not to immediately embrace change, we encourage a mindset of growth and adaptability. Ultimately, our goal is to ensure every team member feels included and valued, facilitating a meaningful evolution for both the team and the company.

If my team hesitates to accept change and is reluctant to support it, it is essential to understand their concerns and involve them in the decision-making process. In addition to that, I adjust my leadership approach to ensure effective communication and understanding of the reasons behind the change and its benefits. I also strive to empower my team by assigning roles that align with their strengths in the change process. Celebrating small achievements helps to build momentum and highlights the positive impact of change. Finally, I remain open to feedback, demonstrating that I value their input and am willing to modify the plan to achieve our shared objectives.

Gathering feedback from team members during ongoing changes is crucial for assessing progress, Pro-active Identification of potential resistance, understanding challenges, and making necessary adjustments. Here are some effective techniques I have used during my engagements for gathering feedback – Surveys, One-on-One Interviews, Focus Groups, Feedback Boxes, Town Hall Meetings, Anonymous Online Platforms, Feedback Surgeries, Pulse Checks, Continuous Feedback Channels, Feedback Integration.