Here's how you can handle resistance to change in your career.

Resistance to change comes from the fear of unknown. It applies to own self and others. Whenever I introduced change or brought new ideas, I started talk to my team, people around me, HoDs and the key team members in the organization. This helps you create a circle of influence who listen to you, accept your ideas and then support you in implementing change. This approach has produced positive results. Clear communication with people and importantly displaying empathy. Discuss and talk to the people so that they are confident and positive of what you plant to change and implement.

La fable "Qui a piqué mon fromage?" de S.Johnson offre de beaux apprentissages. -Ne pas prendre les choses pour acquises & rester ouvert à l'idée que les choses évoluent. -S'adapter au changement détermine la réussite ou l'échec. -Suivre les Signaux Faibles qui annoncent les bouleversements pour se préparer au Tsunami. -Modifier les comportements pour s'adapter à l'évolution, sans s'accrocher aux comportements obsolètes. -Percevoir l'opportunité dans le changement. -être courageux face à l'incertitude pour explorer de nouvelles possibilités, même en l'absence de certitude, est souvent récompensé. -Apprendre de l'expérience. Réfléchir à ce qui a fonctionné ou non. Et utiliser ces informations pour mieux naviguer dans les changements futurs.

-Commencer par comprendre la résistance, le Pourquoi : la peur de l'inconnu, le confort en situation actuelle, les préoccupations pour la capacité d'adaptation ? -Rester informé sur les tendances & technologies réduit la peur & renforce la confiance. -Miser sur le Flow en développant de nv Aptitudes face aux Défis pour augmenter les atouts. -Fixer des objectifs clairs, réalistes, atteignables sur un horizon court, par les méthodes agiles. -Investir dans le Mentoring-Coaching pour augmenter les cordes à son arc. -Assurer les réponses face au monde VUCA : clarté, ouverture, agilité... -Rester ouvert d'esprit face aux nv opportunités. -Gérer le Stress pour alléger le poids du sac à dos émotionnel. -Veiller aux Quick-Wins pour la Motivation.

**One thing I’ve found helpful**: Understanding the root causes of resistance is the first step towards managing it. **Actually, I disagree with**: The perspective given is quite valid and aligns well with fundamental management principles. **An example I’ve seen is**: Fear often drives resistance to change—fear of failure, the unknown, or losing something valuable. By acknowledging these fears, you validate your own feelings and those of others affected by the change. This empathy creates a foundation for open communication and trust, which are essential for overcoming resistance. Remember, it's okay to feel uncertain—what's important is how you move forward from there.

From my opinion to identify the why behind the fear is to know and understand the different types of resistance you can have related to changes. You can identify 5 common / general types of resistance: - Lack of Trust - Loss of Control - Uncertainty / Anxiety - Fear of failure - Losing something of failure One principle of dealing with that resistance is the acceptance of the emotions and feelings behind it and to go with the resistance and not against it. Give the resistance space and take away the pressure to solve that kind of problem directly when it comes up. Acceptance and to identify the why behind it is more important at the beginning.

Clear communication starts with a clear goal about what success looks like in navigating change. When the "vision" (success definition) is understood and frequently reinforced, it helps align activities and eventually attitudes. Along with messaging is how each individual and their roles align with this definition of success.

Beyond communicating clearly and listening to feedback, it is important to be willing to adapt your plans based on what you hear. Communicating about how new learnings have created adjustments in your plan is a powerful way to build comfort of others in what you're doing.

It involves articulating the rationale behind the change, its expected outcomes, and the steps involved in the process. By communicating clearly, leaders ensure that all stakeholders understand the reasons for the change and its implications for the organization and themselves. This fosters transparency, trust, and buy-in among employees, reducing resistance and facilitating smoother transitions. Additionally, clear communication provides a platform for employees to voice their concerns, ask questions, and provide feedback, enabling leaders to address issues promptly and comprehensively.

**One thing I’ve found helpful**: Clear communication is key in managing resistance to change. **Actually, I disagree with**: There's no part of this advice that seems off-track or unhelpful. **An example I’ve seen is**: Ensure you understand the reasons behind the change and can articulate them effectively. By providing clear information and answering questions, you reduce uncertainty and build confidence. It's also important to listen actively to concerns and feedback. This two-way communication fosters a sense of involvement and can lead to valuable insights that improve the change process. Dr. Tony Prensa, with over four decades of experience across various industry sectors, emphasizes the importance of clear and open communication.

Most change efforts require teamwork on key projects. These teams can actually provide the professional and personal support that staff need to feel good about the change effort. Identify and populate teams of cross disciplinary partners that can move the change project forward. Encourage they get to know each other and build the project together. This encourages interactions that get the work done, but can also build professional friendships. Celebrate the teams' successes and lessons learned to build their community within. All this will provide a sense of support they garner from each other beyond what you are providing as their leader.

Eu gosto de express?es idiomáticas, porque elas express?o bem o que precisamos focar, e aqui a máxima "Uma andorinha só n?o faz ver?o" é o resumo desse tópico. Se as pessoas já est?o com resistência, você n?o vai conseguir sozinho, quebrar esse ponto de dor delas (ou até pode conseguir mas o trabalho para tal vai ser hercúleo e no final do dia n?o vai valer a pena). Busque colaboradores chaves que podem te ajudar a quebrar essas resistências. Crie um grupo de "Mitigadores". Minha recomenda??o é que você busque perfis chaves para esse grupo de trabalho: Líderes, Pontos focais do RH, Pontos focais de comunica??o interna. Mas principalmente, fortale?a os colaboradores apoiadores da mudan?a, para que eles influenciem seus pares.

It involves reaching out to colleagues, mentors, or support networks within the organization to seek guidance, advice, and encouragement. By seeking support, individuals can gain valuable insights, perspective, and reassurance from others who may have experienced similar changes or possess expertise in relevant areas. This support network can also provide a sense of solidarity and camaraderie, reminding individuals that they are not alone in facing the challenges of change. Additionally, seeking support demonstrates a proactive approach to adaptation, showing a willingness to learn and grow from others' experiences.

By embracing learning, individuals remain open to new ideas, perspectives, and approaches, enabling them to adapt and thrive in dynamic environments. This proactive attitude fosters curiosity, creativity, and resilience, empowering individuals to navigate challenges with confidence and agility. Additionally, embracing learning encourages continuous improvement and self-development, as individuals actively seek out opportunities for growth and skill enhancement. By making learning a lifelong pursuit, individuals can stay ahead of the curve, seize new opportunities, and achieve their full potential, both personally and professionally.

Mes apprentissages Test & Learn -Le monde est VUCA, il faut gagner en Agilité, en ouverture d'esprit, renforcer notre capacité d'adaptation. -Mes apprentissages ? 1-Si je prends un vol Paris - Hong-Kong - Sydney, j'ai fait 26h d'avion & 20.000 Km. Ou si je prends un vol Bruxelles - Madrid - SantiagoChili - IslaPascua, je fais 20.000 Km. Mais je n'apprends rien. Trop comfortable. 2-Si j'achète un voilier & j'apprends à traverser les mers en solitaire, j'apprends l'Agilité 24/24, 7/7. 3-Si je parcours le monde à pied, à la rencontre de tous les peuples, en dormant à la belle étoile. J'apprends 24/24, 7/7. 4-Si j'apprends à franchir les montagnes et à contourner les obstacles imprévus, j'apprends 24/24, 7/7.

At any point in a person's career, learning can be a valuable tool. Just the act of learning itself, despite its focus, shows a willingness to change and adapt to life as it progresses. A resistance to change can lead to feeling stuck and stagnant, while learning can bring about new perspectives. These new perspectives can be the beginning of a new stage of both life and career. Maybe it's a new business idea, or a new approach to a persistent problem, but either way forward momentum is at hand. One thing is certain, there is no shortage to how learning can happen. Whether it’s found in reading, listening to a podcast, or going for that degree you have always wanted, learning is never a wasted effort.

Whether learning comes from formal training, independent study, or the "school of life," change leaders seeking to improve their chances of success will find that they must seek education often. Some courses, such as those through MOOCs or LinkedIn Learning, can offer quick wins. I have found that knowledge bases and academies for bespoke software prepare me to help others through software adoption change initiatives. However, learning on-the-job lessons from incumbent SMEs and leaning on mentors who can see the big picture outside of the organization can offer perspectives that can make change highly successful and integral to organizational culture.

**One thing I’ve found helpful**: Viewing change as an opportunity for professional development. **Actually, I disagree with**: The advice provided aligns well with best practices for professional growth. **An example I’ve seen is**: Embrace the need to learn new skills or adapt old ones. By being proactive in your learning, you show commitment to your career and resilience in the face of change. Whether through formal training, self-study, or on-the-job experience, continuous learning keeps you relevant and equipped to handle new challenges. Dr. Tony Prensa, with over four decades of experience across various industry sectors, advocates for continuous learning as a critical strategy in adapting to change and advancing one's career.

By creating milestones, individuals and teams can track their progress, stay focused, and maintain momentum toward achieving their ultimate goals. Additionally, milestones provide a sense of accomplishment and motivation as each milestone is reached, boosting morale and fostering a sense of progress. Moreover, milestones serve as checkpoints for evaluating performance, identifying potential challenges, and making necessary adjustments to ensure success. By setting clear, achievable milestones, individuals and teams can effectively manage their time, resources, and efforts, ultimately leading to the successful completion of projects and the realization of organizational objectives.

Milestones should be pre-set and frequent enough that the change process remains fresh in peoples' minds as does the celebration of progress. Milestones are a way of demonstrating what teams and the organization at-large is learning. It also can help you celebrate how you are pivoting into the next chapter of the project and celebrate the success that comes with that. Ensure that milestones are expected benchmarks and incorporated across the organization so it doesn't appear that only a select few teams are either doing the work or being celebrated. A change process includes all staff, in some form, and all should feel the progress over time.

Breaking down change into manageable milestones can make the process less daunting. Set short-term goals that lead toward the larger change. Celebrating small victories along the way provides motivation and a sense of achievement. This approach also allows you to review and adjust your strategy if needed, ensuring that you stay on track and can handle setbacks constructively. By focusing on incremental progress, you make the overall transition smoother and maintain momentum throughout the process.

To thrive in a constantly evolving career landscape, cultivate your learning agility. This means readily embracing new information and adapting your skillset to changing demands. Actively seek out learning opportunities, whether through online courses, industry conferences, or even shadowing colleagues in different roles. Additionally, focus on developing transferable capabilities. Hone your core skills like communication, problem-solving, and critical thinking, which are valuable across diverse situations. By staying flexible and adaptable, you'll be well-equipped to navigate career changes and emerge stronger.

Adaptation is a continuous process, not an event. At core, this means recognizing that perpetual motion in any business operating environment is normal. With this perspective, navigating change is a dimension of leadership.

Finally, strategic adaptation involves being flexible while maintaining a clear vision of your career objectives. It's about finding the balance between embracing new opportunities and staying true to your core values and strengths. Be prepared to adjust your approach as you receive new information and experiences. By being strategically adaptable, you navigate through change effectively, turning potential challenges into stepping stones for career advancement. This proactive mindset not only helps you thrive in dynamic environments but also positions you as a forward-thinking professional.

A strategy to gain the change resilient mindset is to think about change in a more positive way and continually build professional relationships. Consider change as emerging growth. Relationship building is a strategy to create fertile soil for that growth. People both inside and outside your organization knowing you and your skills will guide and support you, not unlike a trellis. Not only that, but they will dare you to be your best self and feed your passions. The most beautiful thing is that it is not only you that grows and gets fed.

Change make us uncomfortable and can be stressful. Ensuring you have downtime to focus on your mental and physical health helps during any transition.

Nobody said a career change would be easy. Mindful of this, HOW you actually manage this change would be critical to your success. 1. Don't be overwhelmed or intimidated by the whole change thing. Focus on what's in FRONT OF YOU right now. Be present in the moment. You don't have to see the whole staircase, just take the first step (Martin Luther King Jr.). 2. Don't stop moving, KEEP GOING to realise your dream when you made the decision to change your career. This is NOT a RACE to see who gets to the finishing line first. It does not matter how slowly you go as long as you do not stop (Confucius). 3. Get a CAREER MENTOR (if you haven't got one) who will push & point you in the right direction, & who will be there to catch you if you fall.

Depuis 2007, j'approfondis la valeur ajoutée de l'Ennéagramme en Leaderhip : comme travailler sur nos Croyances Limitantes. Propres à chaque personnalité ; chacun ancré dans ses mécanismes de défense inconscients. Ma personnalité est ancrée dans l'univers mental en Ennéatype 6 : Confiance-Loyauté-Anticipation-Doute. Mes croyances limitantes s'expriment : "J'ai peur de décevoir". (Donc j'y travaille pour ouvrir les portes du possible. Elargir la zone de donfort. Repousser les limites. Avancer en permanence). Exemple 2, l'Ennéatype 5 présente d'autres croyances limitantes spécifiques : "Je dois penser pour me protéger. Comprendre pour survivre". Exemple 3, l'Ennéatype 7 : "Je ne mérite pas de souffrir. Je veux éviter les contraintes".