To start with, listen intently to understand the reason behind the resistance. That is key. All actions will depend on understanding that. Most time the overall benefits of change is clear - but its the steps leading up to it that causes concern - maybe there are changes necessitate changes in the organization, or the incremental benefits are not adding up to the business case. Once that is understood - its about tailoring the benefits to customer context and backing it up with data and cases of similar changes. Fairly, standard practice - but as I always say - most things are done by 'getting back to basics, and doing it as with a mindset as if 'there is no tomorrow''.

Stakeholders can sometimes act as 'brake-holders,' and that's absolutely fine. Their resistance often signals valid concerns or underlying issues that need to be addressed. The key is to actively listen, understand their perspectives, and work together to find a resolution that aligns with everyone's goals. Effective communication and collaboration will lead to a common agreement that benefits the entire project.

I begin by actively listening to their concerns, ensuring they feel heard and understood. I then tailor my message to highlight how the proposed changes align with their specific goals and interests, showcasing the advantages for both them and the organization. Using data-driven examples or case studies, I illustrate the potential positive outcomes, making the benefits tangible and relatable. I invite them to participate in the planning process, fostering a sense of ownership and collaboration. Lastly, I maintain open lines of communication, offering to address any further questions or doubts as the change is implemented, reinforcing my commitment to their success and easing their apprehension.