How do you handle team members who are resistant to adopting new values in the workplace?

Para se ter uma mudan?a de cultura efetiva, é necessário entendimento profundo da cultura desejada, alinhamento dessa cultura com a estratégia da empresa, comunica??o clara dos comportamentos esperados e n?o tolerados, atua??o da lideran?a na dissemina??o da cultura e servir de exemplo dos valores compartilhados, estrutura??o e implementa??o de frentes de trabalho para se chegar nessa cultura desejada, envolvendo na constru??o uma diversidade de pessoas da empresa que podem coloborar e trazer diversidade de ideias / inova??o. A nova cultura também deve estar presente em símbolos, rituais e práticas da empresa e deve haver acompanhamento constante dos KPIs e outros indicadores como engajamento e eNPS, para entendimento de pontos a melhoria.

People don’t choose to be difficult, there is always an underlying reason that’s influencing their response. If they’re resistant to new values it comes down to speaking to them 1:1 to understand why and gave examples of behaviours they’re seeing as they resist

People relate to workplace values based on their alignment with their personal values; if I believe accountability is a value I must uphold in my personal life, I can relate to and support my organization having the same value. Without this connection, people are less likely to see the value’s relevance or appropriateness at work. I learned this lesson when a Managing Director shared his personal connection to a new company value: “Accountability: it’s like a promise you know you must keep.” Listening to the employee’s perception of the corporate value within the context of their beliefs is the only way to form a positive association. Instead of “handling” the employee, you invite them to make a meaningful connection.

One of the tools I have been using is to find out what motivates these types of people, and I achieve this through the @Management Drives tool, with which I can find out what their thinking style is and what motivates them. In this way, I can find different ways to get them on board with the mission, but from their motivators.

Ter uma comunica??o clara é essencial para garantir que todos(as) na equipe entendam os objetivos e os benefícios das mudan?as. Isso envolve transparência, ouvir ativamente as preocupa??es da equipe e fornecer informa??es detalhadas de maneira clara. A clareza na comunica??o constrói confian?a e facilita a transi??o para novos valores.

I use very valuable communication rule that says: if you want to reach our to your audience, you should communicate in 3-4 different comms channels (the same topic). And bear in mind, that the most important channel is leader. I believe in cultural changes leadership team plays a pivotal role. They should: - walk the talk - meet with teams and discuss - have 1:1 more often

Always be mindful to both communicate clearly AND frequently. No matter how good your message is delivered, it will be forgotten in the busyness of BAU and finished by culture. Vigilance in committing to the change is best shown by how often you communicate and demonstrate it.

Cuando hablamos de valores mi sugerencia es que también lo expresemos de manera tangible en comportamientos que puedan ser ejemplificados o modelados , no dejarlos solo como algo abstracto Y lo más importante : predicar con el ejemplo . Demasiadas veces la alta dirección no es consistente con los valores expresados . Las promociones , recompensas, disciplina , contrataciones , etc deben reflejar la importancia de los valores que queremos promover . De nada sirve promover el “Respeto” si mantenemos a un “campeón de las ventas” que constantemente maltrata a su equipo …

Every change has a vision and a purpose. This vision includes an imagination of the future. Leaders who communicate the vision and purpose from the perspective of the organisation and the individual create a bridge that helps people connect their visions with that of the organisation. This connection is very critical for their subconscious to identify where do they fit in and connect with the future. Communication is indeed one of the most critical tools to create an acceptance of change and help people identify their purpose inside it.

Ensuring that your team models the behavior that you want reflected in the culture is key. Creating policies, procedures and values will be ineffective if leaders do not model the behavior and lack accountability. Leading by example has much more influence than the "do as your told" model. Being a leader and creating an inclusive culture is a top down model.

Core values sometimes go no further than the clever soundbites that work well on the website. One way of leading by example would be to revisit all the relevant policy documents, code of conduct, employee handbook, performance management matrices etc. Showcase real-world behaviours that embody the new values (and maybe those that do not).

I often think of my children on this point. Do as I say and not as I do does not work. This one is a non negotiable in my mind. For people to truly buy what you are selling, you have to live it

Leading by example aligns resisting team members by demonstrating commitment, building trust, and setting a clear, tangible model to follow. This approach fosters a culture of accountability and open communication, making new values more approachable and integrated into daily routines, gradually reducing resistance and encouraging adoption.

A lideran?a pelo exemplo gera engajamento, que é fundamental para uma boa gest?o! O engajamento se integra a cultura da organiza??o!

I aim to lead by example, clearly communicating my values to my colleagues and providing support, even when they resist. My experiences have shown that success relies on a blend of various tools. Corporate culture is crucial and heavily influenced by the leader. Organization, processes, people, and culture must be in sync, with culture being the cornerstone of leadership. It's essential to actively shape and nurture it. Defining and communicating values isn't enough; we must embody them. Leading by example and supporting the team when things don't go smoothly are key. It's about maintaining high standards and investing in the right tools to foster a thriving culture.

I truly recommend behavioral values, ie Lead the way, Foster inclusion. This makes it easier to incorporate into daily life behavior.

Introducir nuevos valores puede ser desalentador para tu equipo. Con Happyforce, puedes ofrecer apoyo y recursos para ayudar en la adaptación. Por ejemplo, una empresa utilizó Happyforce para organizar sesiones de capacitación y programas de mentoría, además de establecer controles regulares para discutir el progreso y los desafíos. La plataforma permitió a los empleados saber exactamente dónde acudir en busca de ayuda y fomentó un entorno de colaboración y apoyo mutuo. Al invertir en la adaptación de tu equipo, no solo cambias los valores, sino que también fortaleces su capacidad general. ?Con Happyforce, el apoyo está siempre a un clic de distancia! ????

A way to support an employee who is resistant to change is to pair them with identify team members who that employee trusts and who understands the necessity of the change. They will likely be more receptive to the change coming from someone they trust.

In my leadership trainings one of my goals that leaders accept that one of their most important tasks is to help their employees; to serve them. I see the most important task of a manager as bringing people into the workplace, entrusting them with the task that suits them best, where they can contribute their full potential. To the benefit of the people and the organization.

The founding VALUES of a corporate culture are something extremely important for creating a brand identity that is recognised in the marketplace but above all that is recognised by colleagues. Personally, I believe that these values should permeate every corporate process and be fully reflected and decoded in the behaviour of managers and people. Perhaps the only company process I would not involve is that of benefits and remuneration. Being part of culture shared in the company should not be rewarded, it should be encouraged so that it is a need for the employee : the search for the right piece in the puzzle !

Agree, incentives can be really useful for short term and long term change initiatives. However I believe that for change to truly be sticky we need to find ways for leaders and team members to practice/embody/live the change and make it their own. If the team is skilled up and encouraged to self monitor and course correct through facilitated forums, this can be even more powerful because they have an emotional connection and responsibility to uphold. The ripple effect or emotional contagion (in a positive sense) can accelerate outcomes faster than extrinsic rewards. Most organisations these days have multiple change curves going on all at once…it is a heavy load for any human to adopt and adapt without the right skills and conditions.

Incentivising shared culture, ethics and core values is an uncomfortable prospect and I think it is the wrong way around. The values should inform and be reflected in remuneration and benefits policies. 'Bribing' employees to display appropriate behaviour is inappropriate, and suggests you may have either the wrong values or the wrong employees.

Algo que he aprendido es que una forma de alentar a los colaboradores a vivir los valores de la organización es recompensarlos y reconocerlos cuando exhiben de manera consistente comportamientos alineados a estos, por lo que el incentivo debe de estar dise?ado de forma tal, que el personal pueda hacer una asociación entre la vivencia de los valores y los resultados del negocio. Sin embargo, esto debe de ser solo el punto de partida, ya que más allá del incentivo, el objetivo final debe de ser el crear una cultura en donde la fuerza de trabajo comprenda que el vivir de acuerdo con los valores de la organización se traduce en beneficios para el negocio y para ellos mismos.

Living and practicing organizational values doesn’t stop after the HR seminar or the quarterly review. If you want teams to truly embrace the change you’re hoping to see- then there have to be *daily* routines and rituals that support those values. For example, if personal accountability and integrity are priority values, then try implementing a daily 10-min “standup” meeting (so named because it’s too short to take a seat). In this type of meeting, teammates report out their efforts and admit to any obstacles every single morning. As a result, any blocks are discovered quickly, and the act of asking for help is de-mystified.

Lead by example, provide support and training. Look at ways to engage. Give time for change.Provide dedicated coach or mentor

From my experience handling team members who resist new workplace values can be tough. It’s important to be patient and listen to their concerns as resistance often comes from fears or misunderstandings. Make sure to explain clearly why the changes are needed and offer support through training or gradual implementation. If resistance continues, it might mean the person’s values don’t match the organization’s goals. In such cases, we might need to consider if a bigger cultural shift or role changes are necessary. Combining empathy with practical solutions helps address resistance while keeping the team united and moving forward.

Think Rogers diffusion curve: Understand there will always be a small minority who will resist and even fight the change. Have a contingency for how you minimise their influence and ultimately it may require an exit process for them.

- Defined the progress measurements and criteria clearly and communicated to the team members so that they are aware of the things that have been agreed. This is to ensure commitments are established. - Set a regular check in with the team to discuss the progress and make necessary amendments when things go beyond the initial plan. - Address a constructive feedback and celebrate even a small accomplishment - Practice an effective listening and encourage the team to speak up whenever they have concerns to create an openness culture - Be transparent and consistent with the feedback to create trust