Change is inevitable, but not always welcome. As a change manager, you may face resistance from your team when you introduce a new initiative, process, or system. How can you communicate effectively with your team and overcome their objections, fears, or doubts? Here are some tips to help you.
Before you try to persuade your team to accept the change, you need to understand why they are resistant to it. Is it because they lack the skills, knowledge, or resources to adapt? Is it because they are attached to the status quo or fear losing their autonomy, security, or identity? Is it because they distrust the change leaders or the change process? By listening to their concerns and empathizing with their feelings, you can identify the root causes of their resistance and address them accordingly.
While driving a data governance policy change, I notice a resistant to change, I'd first conduct individual meetings to understand concerns. If it's due to lacking skills, I'd organize training sessions. If it's attachment to the status quo, I'd highlight benefits of the change, ensuring autonomy isn't compromised. If it's distrust, I'd foster transparency and involve them in decision-making. For instance, when transitioning to a new data management system, I'd address concerns about workflow disruption, offer training, and involve them in the selection process to build trust and alignment.
Founder of KHHR Consultancy | HR Leadership & Change Management Consultant
The could be hundred reasons in resistant to change, like lack of skills, knowledge, lack of resources, etc, but according to my observation, experience the main issue of root causes related with difference between personal and organisation vision, all points above could be solved if the organisation and person't vision alligned, more deeply with person's needs according to KHHR consultancy leadership model. The change manqagement expert must understand it as the alligning of organisational and personal goals is the key for change management implementation. So the change management professional should provide 360 degree interview with all team members to understand theirs vision, core values, intersets, hobbies, theirs needs.
Practice active- listening and show empathy as a leade-r. Listen carefully to your team me-mbers, understand their conce-rns without immediately judging or dismissing them. This he-lps identify the core issue-s fueling their resistance- and fosters trust and openness. As a le-ader, put yourself in your team's shoe-s and genuinely understand the-ir apprehensions. Show that their fe-elings and concerns are valid and conside-red. This creates a supportive- atmosphere for change. Active- listening and empathetic le-adership can transform resistance into collaboration, turning challe-nges into growth opportunities. Reme-mber, change is a journey, and e-very team membe-r is a vital companion on this journey.
Before you can effectively communicate the change, it's crucial to understand the root causes of the resistance. Is it fear of the unknown, lack of clarity, or a perceived threat to their roles or routines? Gather feedback from your team members, listen actively, and seek to understand their perspectives and concerns.
Listening is not always the best way of finding out as people may not always be completely honest with you or even be aware of their own drivers for resistance. Here are a few things you may want to look out for to identify resistance to change: 1. Increased sick leave 2. increased turnover 3. decreased productivity 4. open disagreements (employees start to voice concerns, doubts, or objections to proposed changes passionately and frequently) 5. Rumors / gossip 6. Sabotage / subversion (becoming unavailable, witholding information, slowing work down)
One of the most common reasons for resistance to change is a lack of clarity or alignment on the purpose and the benefits of the change. Your team needs to know why the change is necessary, what are the expected outcomes and impacts, and how the change will affect them personally and professionally. You can use various methods to communicate the why and the how of the change, such as storytelling, vision statements, data, testimonials, or demonstrations. The key is to make the message clear, relevant, and compelling for your team.
Most Change Experts would tell you that when people understand the 'why', they are more likely to accept the 'what'. Engaging others in setting goals, co creating solutions helps them adapt to new circumstances and learn from experiments. This is a sure shot way of getting their commitment. During the Covid 19 pandemic, there was a lot of vaccine hesitancy in the earlier phases. Leaders in healthcare/ essential industries put a lot of emphasis on explaining the social and economic impact of not being vaccinated to their employees. Once the employees understood the 'why', they were willing to receive the vaccine. This also empowered them to counteract misinformation and mistrust among their patients.
Eu gosto de usar exemplos da vida real para dar simbolismo prático a temas complexos, colocar as pessoas em situa??es de seu cotidiano ajuda a se conectarem com o sentimento esperado, à maioria das mensagens que s?o absorvidas, sao aquela que possuem uma conex?o emocional. Como situa??es de vida, pessoas importantes e sentimentos extremos de gratid?o, tristeza, raiva e felicidade. Para que n?o desperte o sentimento errado elabore muito bem seu discurso e treine com pelo menos 2 a 3 pessoas, sempre perguntando o que elas sentiram.
Once you've identified the root causes, communicate the rationale behind the change initiative clearly and transparently. Explain the broader organizational goals, the benefits, and how the change will positively impact the team and their work. Provide a detailed roadmap outlining the steps, timelines, and resources involved, addressing any uncertainties or ambiguities head-on.
Most people resist change because it's uncomfortable. We aren't wired to be uncomfortable - helping your team understand what is in it for them - and recognising that it won't be easy will help them feel more connected. We resist because what we lack will also come up - maybe a skill or having to learn something new - if you are able to help them team understand that you get that it will help. Also showing them what the end result will be ( the vision) helps them understand why the change is needed.
Chief Human Resources Advisor at North West | Executive MBA, Université de Strasbourg
Foster an open dialogue by conducting interactive sessions. Allow team members to ask questions, express concerns, and provide input. This not only clarifies doubts but also promotes a sense of involvement and ownership.
Another way to reduce resistance to change is to involve and empower your team in the change process. You can do this by soliciting their feedback, input, or suggestions on how to implement the change, by giving them opportunities to learn new skills or take on new roles, or by recognizing and rewarding their contributions and achievements. By doing so, you can increase their sense of ownership, engagement, and commitment to the change.
Resistance often stems from a feeling of lack of control or ownership. Involve your team in the change process as much as possible, seeking their input and incorporating their suggestions where feasible. Empower them by delegating responsibilities and allowing them to contribute to the implementation plan, fostering a sense of shared ownership and commitment.
Chief Human Resources Advisor at North West | Executive MBA, Université de Strasbourg
Foster collaboration across different teams or departments. Encourage the exchange of ideas and best practices. This cross-functional collaboration can break down silos, promote a shared understanding of the change, and build a sense of unity among team members. Break down the change process into manageable milestones and celebrate achievements along the way. Recognize both individual and collective efforts, reinforcing the progress made and maintaining motivation throughout the change journey.
Even if you have explained the why and the how of the change and involved and empowered your team, you may still encounter some challenges and risks along the way. You need to anticipate and prepare for them, and communicate them openly and honestly with your team. You also need to provide them with the support and resources they need to overcome the difficulties and cope with the uncertainty. You can do this by offering training, coaching, mentoring, or counseling, by creating a feedback loop and a learning culture, or by establishing a contingency plan and a crisis management strategy.
Acknowledge that change can be challenging and comes with risks. Openly discuss the potential obstacles and how you plan to mitigate them. Provide resources, training, and support to equip your team with the skills and knowledge needed to navigate the transition successfully. Address their specific concerns and fears, offering reassurance and practical solutions.
It is important to face the project's risks head on. Risks like: customer retention, employee morale, change fatigue and legacy of a failed change management project should all be considered when planning your change and how it will be communicated.
Finally, you need to celebrate the wins and learn from the losses as you go through the change process. You need to acknowledge and appreciate your team's efforts and achievements, no matter how big or small, and celebrate them together. You also need to reflect and learn from the mistakes and failures, and use them as opportunities to improve and grow. You can do this by setting milestones and metrics, by providing recognition and rewards, or by conducting reviews and evaluations.
Aqui o ponto mais importante de qualquer plano, a comemora??o é como um carimbo de que o plano e as a??es deram certo, mas se voce é ansioso, acelerado e executor cuidado para n?o atropelar essa etapa e so pensar no próximos passo. Para diminuir essa ansiedade crie MARCOS claros de entrega que te permitam entender que o objetivo foi atingido ent?o comemore muito, comece listando que voce deve agradecer, por que e como elas te fizeram sentir algo bom!!!
Recognizing your team's efforts by celebrating wins, big or small, is crucial. These celebrations, especially important in the early stages, boost morale and build momentum. They acknowledge progress, reinforcing the value of the team's hard work towards the change goals. It's equally important to approach setbacks constructively. Instead of being overly critical, view losses as learning opportunities. Engage with your team through open-ended questions to understand what went wrong and why. This approach demystifies failure and cultivates a culture of continuous improvement and resilience. It transforms challenges into stepping stones for growth and innovation.
Change is a journey, and it's essential to celebrate small wins along the way. Recognize and acknowledge the efforts and accomplishments of your team, no matter how small. This will help build momentum and reinforce the positive aspects of the change. Additionally, be open to learning from setbacks or failures, and use them as opportunities to refine your approach and strengthen your team's resilience.
In any change process, there are different stakeholder personas - some are some are early adopters, others are naysayers (John Kotter calls them No Nos) and there are people in the middle. As a Change Leader, you may NOT get everyone to get onboard BUT getting the majority vote is sufficient to build the momentum. In most democracies, elections are won by a majority vote. For herd immunity to develop against Covid 19, a significant portion (70% - 80%) of the population had to be vaccinated. Therefore, it's good to identify the adamant No - Nos, respect them but the goal should be to focus on the majority. This majority will inevitably have people who are neutral or who may initially resist BUT are open to change if they feel understood.
You must avoid hypocritical actions. I've seen many examples where management and leadership teams have required a change in ways of working which are required by all staff, but are then not necessarily adhered to by the leadership team which imposed these. I find that this is one of the fastest ways to undermine change and to entrench resistance to it.
Remember that fear or resistance to change is human nature. Start by investing time to build a solid foundation for success such as building a roadmap and setting up metrics and milestones. Early on, identify and empower your change champions or ambassadors – those who can lead by example and positively influence their peers. Consistent communication is key; ensure clarity by always covering the 5 W's: what the change involves, why it's necessary, when it will happen, where it will take place, and who will be affected or needs to be involved. This approach helps reduce fear and resistance, while fostering an environment of trust and transparency – essential for successful change management.
I've found that leading by example is crucial when communicating change to a resistant team. Embody the mindset and behaviors you expect from your team members, demonstrating a positive attitude, adaptability, and a willingness to embrace the change yourself. Additionally, it's important to maintain open and continuous communication throughout the process. Schedule regular check-ins, encourage feedback, and be prepared to adjust your approach if necessary. Change is an ongoing process, and effective communication is the foundation for building trust, fostering collaboration, and achieving successful outcomes.