En primer lugar, entendería cuáles son los principales motivos de la resistencia: ?Qué es eso que sienten que van a perder? ?Hay algo del cambio que no les hace sentido? ?A qué le tienen miedo de este cambio? Una vez se tenga información detallada al respecto, tendría sesiones abiertas y transparentes donde se pueda hablar de los temas evidenciados, dar las claridades necesarias con los voceros que corresponda, y que no sólo sean los líderes o sponsors del proyecto. Adicionalmente, construir con los llamados "reacios" o "resistentes" al cambio siempre será una buena idea, pues no sólo se sentir?an esuchados y valorados, sino que pueden entregarnos información muy valiosa para capitalizar de cara al cumplimiento de los objetivos.

Start by understanding the root causes of their resistance, whether it’s fear of the unknown, lack of understanding, or past negative experiences. Address these concerns openly and provide a compelling vision of the benefits and positive impact of the change. Communicate transparently about the reasons for the change, the expected outcomes, and how it will affect them personally. Involve employees in the change process by seeking their input, feedback, and ideas, making them feel valued and part of the solution. Offer training and support to help them adapt to new ways of working and build their confidence. Recognize and celebrate early adopters and successes to create momentum and demonstrate the change's benefits.

Engaging employees resistant to change begins with seeing them as whole individuals, each with unique experiences influencing their reactions. Resistance often stems from a mix of personal and professional concerns, so creating an environment where their voices are heard without judgment is essential. Using prompts like 'The Baseline 6 Questions'—Where am I now? What am I noticing? What actions, within my control, can I take? What might stop me?—helps them articulate concerns and find their own way forward. When people feel valued and supported, they move from being passive passengers to engaged co-creators in the change process.

Fully agree with Olga and keep saying that WHY is the key and “WHAT IS IN IT FOR ME?” answers will open any door for the changes. These are 2 most challenging answers Leaders should be ready to answer. If no comprehensive answer available then 2 choices: 1. Don’t change 2. Ask for the coach or leave Otherwise YOUR change will fail. Above answers for the change will make the CHANGE as OUR’s, not just YOUR’s

We still have People not on-board? That’s reflection for the Change Lead Team that they have missed important element in the change: * Why we change? Normally when it is a need for change! When we have “burning platform” and it is recognised by all engaged that it’s BURNING. * Did we answer during the change strategy communication important question for the PEOPLE: “ What is on it for ME?” It is never too late to admin the miss, come back to review the strategy and reflect “What is in it for ME” for those who is still not on-board. For our job as a Leaders!