How can you build relationships with people who resist change?

Listen to them, understand their point of view and keep on persuading with them and slowly bring them to your side. When we mandate things, we lose trust of the team and buy in.

Understanding a different perspective is a crucial first step, but the true power lies in validating and affirming it. Validation goes beyond comprehension—it acknowledges the legitimacy of diverse viewpoints, fostering connection and empathy. In a world where differences abound, the transformative impact of embracing and affirming perspectives cannot be overstated.

L'enjeu dans un premier temps est de se mettre à la place de l'autre pour comprendre son point de vue et notamment ses peurs et blocages. Plusieurs compétences sont essentielles pour y parvenir : l'écoute, l'empathie, le questionnement, la reformulation. Comment ? - En créant un espace d'échange - En posant des questions ouvertes - En écoutant sans chercher à imposer ni convaincre - En reformulant

Everybody is right, because they have their own perspective. If you want them to embrace & accept your perspective, it is possible only if you first respect their point of view, understand their reasoning by being an active listener & then putting forth your perspective. Everybody wants their perspective to be heard & only an active listener (because not only is he listening, he is also respecting the other point of view) knows the art of communicating his perspective & getting people to his side. We can learn a lot from children, when they are too adamant with their own thoughts. First listen & respect what they have to say & then bring forth your point of view. Pushing or Forcing will never get the work done, because everybody is right.

? Approach individuals resistant to change with empathy and an open mind, seeking to understand the reasons behind their reluctance and apprehensions. ? Engage in active listening and encourage open dialogue to gain insights into their concerns, fears, and uncertainties, fostering a supportive and non-judgmental environment for expressing their perspective. ? Acknowledge and validate their perspectives, demonstrating respect for their experiences and opinions while working to bridge the gap between their concerns and the benefits of the proposed change.

Change is tough for some. A classic move? Let them witness the progress around them. When the world's moved forward, and they're left in the dust, that's the wake-up call. It's not about forcing change; it's about creating a scenario where they see change isn't just necessary, it's vital. Let the surroundings do the talking.

? Clearly articulate the overarching vision and objectives driving the proposed change, emphasizing the positive impact and benefits that the change can bring to the organization and individuals. ? Tailor your communication to address the specific concerns and interests of the individuals resisting change, highlighting how the proposed changes can address their challenges and contribute to their professional growth and success. ? Foster a two-way communication process that encourages feedback and questions, creating an inclusive environment where individuals feel heard and valued in the change management process.

Leadership is always about Vision, inspiration, influence and framework, so you have to communicate the reason for the change, then influence the team by effective listening and let them share in the activities of the change according to your plans.

I would simply focus on the first word here 'communication'. 1. If you think you are communicating enough you are at best half way there, you need to be deliberately over communicating and then maybe you might be getting the message across. 2. Most important part of communicating is listening, you need to be listening with curiosity, never defensively. Real listening will enable you to understand and more than likely make the change better! 3. Perception is everything. If you communicate to a group there will always be multiple perceptions of what you meant. Therefore you must seek to speak with absolute simplicity and clarity, whilst taking time to ensure individual understanding.

Avant de communiquer sur la vision et les avantages, je chercherais d'abord à RASSURER la personne en face de moi en adaptant mon argumentation sur le changement à ses peurs spécifiques et ses besoin. Ex :j'ai peur du travail supplémentaires Voici comment nous allons adapter la charge de travail J'ai peur pour mon poste Voici comment nous allons te former pour t'aider à grandir avec le projet En gros je ne parle pas du changement mais de comment l'entreprise va accompagner cette personne dans ce processus de changement.

? Encourage active participation and involvement from individuals resistant to change by seeking their input and contributions in the decision-making process. ? Foster a collaborative environment where their insights and expertise are acknowledged and integrated into the change management strategies, fostering a sense of ownership and empowerment. ? Establish a platform for open discussion and brainstorming sessions that facilitate a collective effort in shaping and implementing the change, fostering a shared commitment to the successful transformation of the organization.

Effectivement co-construire est une des meilleure manière d'impliquer et d'engager. Ainsi la personne se réapproprie le changement et d'une attitude où elle subit, elle devient actrice et partie prenante du changement. Accompagner, féliciter, valoriser chaque action faite par le collaborateur dans ce sens va l'encourager à faire évoluer sa vision du changement. A terme le changement ne sera plus quelque chose d'effrayant ni inconfortable ni risqué mais une évolution, une opportunité (un phénomène plus neutre émotionnellement pour cette personne).

The biggest thing you can do is foster a sense of trust and security by emphasizing the benefits and addressing specific fears or uncertainties. Involve them in the change process, seeking their input and making them feel valued. By doing that, you can even learn something from them that will make the overall process even better! Remember, we all have unique perspectives.

I would say, to build relationships with individuals resistant to change, involving them in the change process can be a powerful strategy. Such approach acknowledges perspectives & allows to play an active role in shaping the transformation. e.g., organizing collaborative workshops or brainstorming sessions where input is valued could foster a sense of ownership & diminish resistance. Such opportunities can open dialogue, enables individuals to express concerns & contributes to a more inclusive decision-making process. Including their insights into the change initiative, not only does it enhance the quality of the outcome, but it also cultivates a positive relationship built on collaboration and mutual understanding.

The Third step to build relationships with people who resist change is to involve them in the process. This means that you should not impose the change on them, but rather seek their input and feedback on how the change can be implemented effectively. By involving them, you show that you respect their opinions and expertise, and that you value their contribution to the organization. You also give them a sense of ownership and control over the change, which can reduce their fear and anxiety. Involving them can also help you identify potential challenges and solutions, and improve the quality of the change outcome.

Acknowledging that change is a process with various stages is crucial for individuals to understand and navigate through their own readiness and adaptability. Offering training from the foundational level, focusing on mindset and the psychology of change, can indeed help employees evolve from their current status quo. It's essential to address not only the technical aspects but also the emotional and psychological dimensions of change. Providing a supportive environment, constructive feedback, and sharing personal experiences can further facilitate a smoother transition and encourage a positive attitude toward change.

The fourth step to build relationships with people who resist change is Provide coaching and training. This means that you should offer them the opportunity to learn new skills and competencies that will help them adapt to the change and perform better in their roles. You should also provide them with feedback and guidance on how to overcome their challenges and achieve their goals. By doing this, you will show them that you care about their success and well-being, and that you are willing to support them throughout the change process.

Empathy - does it truly make a difference? The more you show, the more they may feel validated in resisting change. Perhaps consider a hands-on approach, a walk-through together, to guide them towards that 'aha' moment.

Empathy is not a standalone step but an ongoing and integral aspect of managing change effectively. Acknowledging that managers, too, face challenges and require support fosters a culture of shared understanding. Establishing a safe and open environment is essential for creating a supportive community where everyone can express themselves and collaborate. Recognizing the human side of leadership emphasizes that empathy is not just a single action but an ongoing practice for all successful leaders. It reinforces the idea that building a culture of empathy contributes significantly to the overall success of managing change in the workplace.

Accounting concerns, uncertainties & emotions fosters a sense of understanding. e.g., actively listening to their apprehensions & addressing them with empathy creates a supportive environment, I feel. Also, offering assistance in navigating the change, providing resources, or even conducting training sessions to ease the transition could help alleviate their anxieties. Displaying genuine concern for their well-being & actively supporting them through the change process, one can establish trust & strengthen the relationship. I can say it reassures individuals that their feelings are acknowledged and that they have a supportive ally in the midst of change. Displaying empathy & providing support is critical when building relationships!

This means that you should try to understand their perspective, feelings and concerns, and acknowledge them without judging or dismissing them. You should also demonstrate that you are reliable, honest and respectful, and that you care about their well-being and success. By showing empathy and trust, you can create a safe and supportive environment for them to express their doubts and fears, and to explore the benefits and opportunities of the change. You can also help them overcome their resistance and gain their commitment and cooperation.

Transparency cuts through most of the friction of change. Be honest with people about why you want a change ... what it's providing, what costs it is saving, how it serves the customer. This not only dissolves natural cynicism and suspicion about change, but it does something else. It positions the change as a default option. If your team don't want to do it, you can look back at them and ask them what other, better idea they have to produce the same benefits. You'll be surprised and delighted how often this results in an even better change proposal than what you started with.

In my experience, I have observed that “people don’t care how much you know until they know how much you care”. It could be about their situation, growth, performance or just overall goings in life. Understanding this practice has helped unlock many opportunities, clear conflicts and pave a ways for solid team performance.

Any change project should only take place if it is of genuine necessity and/or of strategic value add to the organisation and the people in it. Therefore ultimately the change is more important than any one person and leaders must remember this. Understanding, communication, empathy and energetic efforts to help people on the journey must be sincerely carried through. However, leaders must always remember that the team as a whole, the organisation as a whole, should ultimately thrive and therefore they must not be afraid to force the change with certain individuals where necessary. Leaders must be able to be both the empathetic team playing partner and, only where necessary, the enforcer of a decision which is in everyone's best interests.

One of the pitfalls of senior leadership is the weight of experience. You will presume people are going to resist change no matter what, because this is what you've noticed before. This can lead you to fast-forward past consideration of that resistance and not think it through the right way. The fact people will always resist change by default is not a reason to shrug off that resistance. It's a reason to ask why they might be resistant, and how to resolve their discomfort (or acknowledge it). Reframing the question of resistance from "if" to "why" gets you on the path to mapping an effective initiative. At all costs, avoid "change theater" where you claim to have considered resistance without actually talking to people.

Oftentimes, at work, people have no say in change initiatives. The changes are presented to them and employees are expected to comply. This can feel traumatizing to many, especially those who experienced hardship as a result of change in their past. Sometimes, resistance to change has nothing to do with the value the change initiative brings, and everything to do with trauma experienced from a past change: losing colleagues, increased workload, termination of employment, feelings of inadequacy and lack of control. To manage this type of resistance, managers have to apply a trauma-informed lens to their people management practices, and create a psychologically safe environment, where employees can ask questions and share their feelings.

? Provide ongoing support and resources to individuals, offering the necessary training and guidance to help them adapt to the proposed changes and develop the required skills. ? Foster a culture of trust and transparency, demonstrating a genuine commitment to addressing their concerns and ensuring their well-being during the transition. ? Acknowledge and celebrate their efforts and progress in embracing change, recognizing their contributions and resilience as valuable assets in the organization's evolution.