Three points from my end: 1. I will take my team’s views very seriously. Assuming I am leading change and my team itself is not aligned, something is a miss for sure. 2. There is nothing more powerful than walking the talk. Employees look at their leaders. If leaders do not practice what they preach, no change can happen. 3. Dialogue and listening sessions are extremely important here. It is not what and how I communicate the benefits, it is about listening and clarifying.

Change is inevitable and often businesses are forced to make certain changes for their survival. The role of change management team or leadership is to ensure that those changes are implemented in the most effective way. If people are pushing back against necessary change then something is not right. As a change leader, start analyzing the case for change, communication strategy or overall change plan to see what brought the resistance. Increase face to face interactions with empathic approach to clarify the change and its benefits. Try to find low hanging fruit (quick wins) to create momentum. Use facts and data to validate the case for change and potential benefits.

To manage resistance to change, I will start to assess and/or raise the team's awareness on the reasons for change and the potential risks of not changing. Then, I will clearly explain to each team member the benefits of the change at the organizational level and most importantly at the personal level (WIIFM) . Afterward, I will provide the assurance that the team will receive the appropriate knowledge and will be supported until acquiring the ability to work in the future state.

To effectively communicate the benefits of necessary changes to a resistant team, begin by clearly articulating the reasons for the changes and how they align with the organization's goals and vision. Use data and real-life examples to illustrate the positive impact of the changes. Highlight the benefits for the team, such as improved efficiency, enhanced skills, and potential career growth. Engage the team in open discussions, addressing their concerns and providing reassurances. Additionally, involve key influencers within the team to champion the changes and provide ongoing support and training to facilitate a smooth transition. Regularly update the team on progress and celebrate small wins to build momentum and buy-in.

1. Start a dialogue to make sure the changes you want to impose make sense. Have a discovery session with relevant team members from all levels to get an idea of what changes can be most impactful. Make them feel like they are a part of the change decisions. 2. Show the use cases as to how the changes will affect things positively in the future. 3. Be honest, direct, and transparent. Not "corporate transparent," but human transparent, actually explaining the WHY behind the changes. Nothing breaks a relationship like letting people's perceptions of the "why" run rampant. As a leader, you need to own the narrative as to the "why" or you will never be trusted and everyone will inevitably resist change until they see the benefits.