Your team is hesitant about a new thought leadership approach. How can you address their doubts effectively?

First, you have to address the elephant in the room. People do not like change. Why do we need new thought leadership when we have lots of the old leadership and everyone is comfortable with the old leadership. New can have both good and bad connotations. If the team is reminded that the “new” thought leadership is just what is needed to reach their goal, then it has the runway to get people on the plane.

Trying new approaches can often conflict with the mindset of "but this is how we have always done it." Change can be uncomfortable so it is important to discuss the "why" of the new approach...is it to get better results? Improve efficiency? To enhance innovation? To attract new supporters? Identifying a reason for the change is helpful to garner support. If it is genuinely something brand new and novel, you can always decide to scrap it if it doesn't work so maybe offering the new approach as a trial can get people on board.

When facing hesitation about a new thought leadership strategy, it’s crucial to build trust and address concerns directly. I had a client whose team was wary of adopting a new social media approach. We started by holding collaborative sessions where team members could voice their concerns and provide feedback. We then shared case studies from industry leaders who had successfully implemented similar strategies, highlighting the specific benefits and expected outcomes. To ease their transition, we implemented a phased approach with clear milestones and regular updates. This hands-on involvement and transparent communication helped overcome resistance, aligning the team with the new strategy and boosting its overall effectiveness.

To address your team's doubts about a new thought leadership approach, start by clearly explaining the benefits and objectives of the strategy. Engage in open dialogue, inviting questions and addressing concerns transparently. Share success stories and data that support the approach's effectiveness. Involve the team in the planning process to foster ownership and buy-in. Provide training and resources to build confidence. Lastly, set up pilot programs to demonstrate quick wins and adjust based on feedback, ensuring the team feels heard and valued.

First, you need to understand what is driving their doubts. Understand their history with the concepts that are being communicated. Do they have doubts because of a prior experience with a leader who promoted the same thoughts? Do they have doubts because of the actual thoughts that are being communicated? Do they have doubts because there is a lack of trust or psychological safety on the team? In order to understand how to address the doubts, you need to understand where the doubts are stemming from. After that, you can work to address the root cause through conversation and dialogue.

Besides communicating, try to involve your team in the process of planning and implementation as this may make them feel more invested and less resistant.

Seeing is believing. You need to sharethe concrete examples and success stories to show the benefits. Show them how this approach can be a game-changer by highlighting its potential to drive innovation and enhance credibility. You need to reinforce that innovation often requires stepping out of one’s comfort zone, but the rewards can be substantial and transformative.

There is often large turnover in companies that change direction. Some want to do things like they always have. Those are often the first to go. Many have lost really good jobs in changing times. The focus is no longer on employee concerns but on quarterly reports of company profits. I’ve heard the phrase, we are now a fright train, get on board or get run over. Employee anxiety can be driver by the above perceptions. If you want a loyal workforce, strive to mitigate these anxieties. If you have no concerns for loyalty, abandon hope for profit - likely for short term benefit.

Demonstrate your commitment to supporting them through this transition. Outline the resources and training that will be available to help them adapt. Knowing there's a safety net can significantly reduce anxiety and build confidence in the new strategy. Share past experiences where you guided your team through challenging transitions and the measures you took to support their growth. Encourage open conversations surrounding risk management, and explore ways to provide your team with the necessary tools and resources to adjust with ease. By focusing on the support system you're offering, you'll foster a resilient team, confident in embracing innovative strategies.

Highlighting real-world success stories can help turn doubt into enthusiasm, showing that sometimes, stepping out of the comfort zone is the key to unlocking new opportunities. Share a success story where a bold, unconventional idea transformed a challenge into an opportunity. It is like planting a tree, it takes time to grow, but with the right care, it will bear fruits.

Success elsewhere is not indicative of success in your shop. It’s descriptive not prescriptive. Cherish the creativity and ability of what you have.

As a coach, addressing team hesitation about a new thought leadership approach involves demonstrating clear, measurable impacts. For instance, when guiding a client through a shift in their content strategy, I focused on tangible outcomes. We started with a pilot program that led to a 40% increase in engagement and a 15% rise in qualified leads over three months. By sharing these success metrics and involving the team in reviewing the results, I was able to build their confidence in the new approach. This data-driven approach not only validated the strategy but also engaged the team in its implementation, resulting in a smoother transition and increased buy-in.

Some say go big or go home. Nay sayers can easily debunk lackluster efforts. Given the nature of today’s availability to declining resources in all forms, less directed efforts may be a problem. But not always. It comes down to risk management.

One thing I've found helpful is to always be learning. This can be in the form of reading books, taking courses, using a coach or mentor, or whatever method speaks to you. As a life-long learner, I have always embraced this concept and encouraged my team to do the same. It's important to encourage your team to be learning and providing them with opportunities to do so. Ask them what they'd like to learn, ask them what their aspirations are - whether within your own company or elsewhere and then support them going after those goals and acknowledge and celebrate their successes. It will make them and you feel good about the entire process.

Few have what it takes to become a thought leader. Strive to find those who have had success and bring them on board. The key is to lead the entire company into a position of optimized success. Some will get on board, others not.

Consider it not as a change that has to be made but another tool that can be used. Sometimes when introducing new concepts people believe they need to change when in reality it is growing what they know and considering other ways of thinking and/or doing. Individual growth is change.