What do you do if your team is resistant to your leadership?

There is always an underlying cause - a root cause, to teams resisting leaders. Understanding the root cause is an essential first step towards figuring out and addressing any issues. This is, of course, easier said than done. It will involve honest, truthful, frank conversations aimed at identifying any issues, while attempting to build trust, team spirit and a sense of camaraderie. Once identified, it is imperative that the identified issues are addressed at the earliest convenience. Otherwise, the entire process can backfire, with the team resisting the leader much more.

1. What is the reason for the disagreement or resistance. 2. Have they understood the style of functioning. 3. Was there a proper communication effort to connect with team members individually. The answers to the above can be base for redesigning your thought leadership.

ake the time to understand why your team is resistant to your leadership. Is it due to a lack of trust, unclear expectations, past experiences, or differing values? Identifying the root cause will help you tailor your approach to address underlying issues effectively.

La escucha profunda, sin distracciones permite la confianza del equipo de expresar libremente sus necesidades y/o preocupaciones.

Renforcer la confiance : la confiance est essentielle pour un leadership efficace. Travaillez avec votre équipe en étant honnête, fiable et en respectant vos engagements. La confiance mutuelle favorisera une meilleure collaboration et une grande ouverture aux idées et aux changements.

Understand why: Uncover the root of their resistance. Benefits over brags: Focus on how the vision improves their work. Involve them: Get their input, fostering ownership. Be transparent: Acknowledge challenges and uncertainties. Tell stories: Make the vision relatable with real-world examples. Celebrate wins: Keep momentum high with recognition. Open communication: Encourage questions and concerns.

Clearly articulate your vision for the team and the value of your leadership. Help team members understand how your leadership contributes to the team's success and aligns with organizational goals. Transparency and clarity can help build trust and alleviate concerns.

D'accord, mais je me permettrais une nuance, concernant la temporalité de cette " communication". Il me semble que présentée comme une justification, une volonté de démontrer de"bonnes intentions " cela pourrait engendrer un réflexe de défense et d'opposition, contre productif. Il est intéressant que cette"démonstration " puisse être produite par un ou des Tiers, un garant, assurant une caution et en les rendant actifs quant aux "réussites et/ou échecs" qui découlent du fait d'être suivi ou pas. Il y a aussi la méthode qui consiste à segmenter les parties de décisions à prendre. Certaines pouvant être prises sans l'adhésion du groupe, ou de certaines parties. Les dé-responsabilisant de faits, des suivantes, qu'ils pourront valider ...

Ao combinar a comunica??o de vis?o e valor com a prática da comunica??o n?o violenta, é possível minimizar a resistência à lideran?a, promovendo um ambiente de confian?a, compreens?o e colabora??o dentro da equipe. Mostre o propósito e ajude sua equipe a os motivos por trás das mudan?as e propostas, destacando a importancia do papel de cada um alcan?ar os objetivos do departamento.

Even after involving your team, resistance can arise. Here's the key: understand their concerns, address them directly, and focus on the benefits. Be open to adjustments and celebrate wins to keep them engaged. Clear communication is key. If issues persist, consider team-building or a mediator. Leading is about collaboration, so address concerns and work together to move forward.

Foster a sense of ownership and involvement by actively engaging your team in decision-making processes. Encourage participation, seek input, and incorporate team members' ideas and perspectives into your leadership approach. This can help increase buy-in and commitment from the team.

Tout à fait d'accord avec les éléments présentés. Les moyens et outillages ne manqueront pas d'ajouter de la cohésion et de l'énergie aux projets.

Uncover hidden worries: Resistance might hide deeper concerns. Talk one-on-one to draw them out. Involve your team: People resist what they don't own. Include them in brainstorming or decision-making. Focus on the "why": Remind them of the bigger goals and how their work contributes. Communicate clearly: Keep everyone informed about the reasons behind changes and the future plans. Celebrate wins: Acknowledge progress to maintain momentum and morale.

Take the time to listen to your team members' concerns and objections with an open mind. Validate their feelings and perspectives, and work collaboratively to address any issues or challenges they raise. By demonstrating empathy and responsiveness, you can build rapport and trust with your team.

Parfaitement, puisque nous parlons ici de collaboration. Nous resterons aussi, attentifs à garder les responsabilités qui incompe au "chef" et à montrer le Cap.

For one, never think that everyone will like you right off the bat, or possibly, ever. Leaders should be humble, personable and have a full tank of emotional intelligence. If a leader is consumed by wanting to be liked by everyone, they will focus on this more than leading the team.

Uncover the Why: Talk to your team to understand their concerns. Are they unsure of the direction or feeling unheard? Address Concerns: Be transparent and work together to find solutions. Collaboration is Key: Involve your team in decision-making through brainstorming or task forces. Explain the "What" and "Why": Clearly outline goals and the reasoning behind them, so they see the bigger picture. Open Communication: Foster an environment where your team feels comfortable coming to you with questions or concerns.

Recognize and celebrate your team's achievements and progress, no matter how small. Acknowledging their efforts and successes can boost morale, motivation, and a sense of accomplishment. It also reinforces the positive impact of your leadership on the team's performance.

Toujours un moment délicat, quant il faut procéder à des récompenses individuelles sur des actions collectives ? C'est un peu comme dans le cadre des bilans d'objectifs. L'équipe ou un membre. Il y a intérêt à avoir décidé en amont des critères. Par exemple certaines taches étaient clairement capitales et portées par un membre. D'autres résultats étaient produits par une organisation collective et c'est donc l'ensemble du groupe, voire même les autres équipes qui profitent de cette reconnaissance. Cela produit de l'émulation, évite d'écarter les moins valeureux tout en les rendant redevable sur de prochains objectifs.

Continuously seek opportunities for self-reflection, learning, and growth as a leader. Solicit feedback from your team members and stakeholders, and be open to constructive criticism. Use feedback to identify areas for improvement and refine your leadership approach over time.

A resistant team doesn't negate your growth as a leader. Here's the key: understand their concerns (fear of change, unclear goals). Listen with empathy and focus on clear communication. Involve them in decisions where possible, and highlight the benefits of change. Finally, show you're open to feedback and build trust through consistent effort.

Gest?o de pessoas é um mega desafio! Procure entender o que traz resistência a sua lideran?a, 1busque uma aproxima??o, construir um 2relacionamento positivo e de confian?a com o time, demonstrando que eles podem contar com sua lideran?a. 3Esse é um processo gradual e requer paciência, persistência e empatia.

Lead by Example: This is very important if you want your team to work collaboratively with you. Demonstrate the behavior you expect from your team. Show commitment, integrity, and a willingness to collaborate.

Agree , tout à fait d’accord avec cette démarche. On ne peut pas régler un souci sans conna?tre les causes premières. Mais après faut mettre en place des plans d’action pour y remédier mais qui sied avec l’intérêt de l’entreprise aussi .