Your team member is resistant to a crucial project change. How will you navigate this challenging situation?

Change impacts individuals and organizations in very different ways. For example: 1) Business Perspective: 'Change' is a result of a decision. 2) Employee Perspective: 'Change' is something that is done to them. Be prepared to receive both logical and emotional feedback. In most cases, the employee needs to be heard and it is up to you to genuinely understand their personal impacts and perspectives by actively listening to their concerns - in a safe and confidential manner. After understanding and empathizing the employee's concerns, it is up to you to personalize the change messaging for the concerned employee. Lastly, be sure to incorporate any new concerns into the overall change management strategy, if applicable.

This really is the crucial first step. Giving people "a good listening to". Creating an open environment will avoid so many problems where stresses are built up and people feel that their only option is to try and subvert the change

Ouvir a equipe é primordial para o sucesso do projeto, e esse é característica básica de um bom líder. Entende, analisar e dar respostas positivas a equipe pode quebrar barreiras na aceita??o do projeto. Aliado a isso acredito que explicar as mudan?as de forma assertiva, com bases concretas e convincente podem resolver a situa??o.

‘Communicating benefits’ doesn’t really do this justice. Yes, you need to be able to articulate what the benefits are to the customers, the organisation, the team, the individual. But you also need to be able to articulate why it’s important to the people you’re communicating with, in a way that resonates with them. For example: Personally, I wouldn’t get excited by someone saying “if you install this software, you can do task X in 14% less time”. But I might get more interested by someone saying “if you could spend an extra hour each day with your team and customers, without working longer hours - would that be helpful?”. That’s just me of course. Different people and teams have different ‘reasons why’...

Sharing the benefit or rationale for the change is important to keep the project team on track. It's not enough to say "leadership wants it this way"... you have to spend time explaining the rationale and benefits so the team buys in and can pivot quickly. Otherwise, you are likely to face resistance within the team that will slow you down and undermine the project overall.

Aligned with the listening box above, ensure the benefits are relevant to / aligned with the concerns. What you see as a benefit may not feel like a benefit to others

Certamente o envolvimento do colaborador no projeto de mudan?a é o melhor caminho, as pessoas n?o gostam de fracassar e a partir do momento que o gestor torna o o colaborador resistente parte do projeto, naturalmente ele vai fazer de tudo para o sucesso do mesmo.

However stringent a new strategy might be, the end result depends on the entire team performing it in harmony. Once you hear out the concerns of your team in adjusting to the new change, pick out the top 3-5 concerns that are repeated the most. You might find that there is actually room for change in that strategy. Adjust the strategy based on these common concerns and present it in such a way that your team trusts you to be a people person. Hence, they would be satisfied with your efforts to mold the plan according to their needs. Thus, you have a refined plan that everyone will work on.