Your team is resistant to the strategic direction set in the workshop. How can you win their support?

Before jumping to “win” support, it’s worth asking why the team is resistant. It’s easy to assume the strategy is right, but resistance often reveals deeper issues. Maybe the problem isn’t the strategy itself, but how leadership is driving it or how it impacts the team. It's also possible the team isn’t the right audience—perhaps they don’t have the context needed to support it. Instead of convincing, explore their feedback. Resistance might hold valuable insights that could lead to refining the strategy, leadership approach, and even spark new, innovative directions. I love being part of these conversations, helping leaders and teams get to the heart of what really matters—it's not always easy, and always worth it!

A tool you could try is PPCO, which stands for pluses, potentials, concerns, and options to overcome those concerns. It is one of my favourites. 1. What are the Pluses? What do we like about the new strategy? 2. What are the Potentials, spin-offs, and future gains? 3. What are the concerns or limitations of the strategy? These must be phrased as a 'How might we' or 'How might I' question. 4. And finally, how might we overcome the concerns? PPCO is powerful because it ensures you start positively before going into the concerns, but the concerns are always addressed. Run well PPCO allows everyone to air their worries but forces them to look for the good first and then actively address those concerns. It changes the energy completely.

If your team is resistant to the strategic direction from a workshop, start by clearly explaining the reasons behind the strategy and how it benefits everyone. Listen to their concerns and be open to feedback, showing that you value their input. Involve them in refining the strategy and provide support to address any challenges. By making the direction more relatable and inclusive, you can win their support and boost buy-in.

Though the context is not fully fleshed out (eg they were party to (or not) the strategic direction setting), we can assume they are. Yes, we do need to step back and ask WHY before we go to the HOW. It's so easy for us to course correct and apply the HOW steps where, in fact, it can really be a deeper issue than "winning their support". My more specific first step is actually to gain agreement that there is an impasse and jointly agree that there is 'failure' of a consensus. Don't just open a dialogue immediately...

- Ask yourself if they were involved in developing the direction? - If not how were their views or their staff groups views collated? - How can they engage with the strategic direction. - How was it communicated? - Have we addressed the concerns? - What is it that you don’t support? Let’s have a conversation, understand the concern and build from there. Ultimately, if it’s irreparable, there are other buses one can board and a differing viewpoint shouldn’t be seen as a negative.

Na minha experiência, utilizei a explica??o sobre o método adotado no planejamento estratégico para construir a compreens?o sobre as diretrizes geradas. Por exemplo, se for o BSC, explicar como os objetivos estratégicos que d?o origem ao mapa estratégico s?o definidos para que esteja claro para todos.

Building understanding is key to successful execution. It’s not enough for teams to know what to do—they need to understand why it’s important. When everyone is aligned with the organization’s goals, it enhances motivation and focus. I always break down complex strategies into clear, actionable steps that relate to individual roles. Encouraging questions and providing concise answers helps build trust and clarity. By ensuring the team understands the strategy’s rationale, we can work together to achieve real results. #Leadership #Strategy #TeamAlignment #BusinessGrowth This version fits within the character limit while maintaining your positioning as an expert.

Tell the story. It’s not enough to just outline the goals. Be an evangelist and get people exciting about how the strategic goal aligns with the work that they do every day. With a strong and consistent story, your team will be reminding YOU of ways that the work can/should/does further the strategic goal. If people understand “why”, they will consistently find ways to “how”.

Building understanding within a team is essential for achieving strategic goals. It's important to clearly communicate the reasons behind decisions and how they connect to the overall vision. By breaking down complex strategies into actionable steps, each team member can see how their role contributes to the bigger picture. Encouraging open dialogue, where questions are welcomed and answered transparently, fosters trust and ensures that everyone is aligned. When the team understands the 'why,' their commitment to the strategy grows stronger."

Le mot d'ordre est de ne pas imposer. Certains aspects de la stratégie ne deviennent perceptibles qu'au moment de leur mise en ?uvre. L'objectif est donc de faire comprendre cette perceptibilité avant les actions. Il est essentiel d'exposer la stratégie de manière simple et compréhensible, en suivant une logique claire, afin que l'équipe puisse saisir le pourquoi et le comment de chaque décision.

People support what they create. If you never involve others in the strategic decision-making process, don't expect their blind support.

Ich nutze gerne 3 effektive Ans?tze, um die Unterstützung zu gewinnen: Vision greifbar machen: keine rationalen Ziele pr?sentieren, sondern Storytelling. Das zeigt, wie die Strategie ihre Arbeit bereichert & langfristig Erfolge sichert. Emotionale Identifikation ist wichtig, um an einem Strang zu ziehen. Feedback in Power umwandeln: Bedenken des Teams genau anh?ren & L?sungsans?tze zusammen erarbeiten. Das ist wertsch?tzend & Widerstand wandelt sich in Eigeninitiative Quick Wins: Setze frühzeitig kleinere Projekte oder Ma?nahmen um, die unmittelbar spürbare Vorteile bringen. das st?rkt Vertrauen in die neue Richtung & dass die Strategie funktioniert. Das motiviert das Team nachhaltig und f?rdert die Akzeptanz der strategischen ?nderungen.

La resistencia a seguir los lineamientos estrategicos se origina cuando los miembros del equipo no han sido partícipes de la misma. El equipo debe estar comprometido con el trazado de las líneas de acción, esas perpectivas permiten anticiparse y facilita la implementación de la estrategia, siendo claro el objetivo a lograr

I believe that these 'single' actions can join them all: 1) Ear what they have against the strategy; 2) Find the most common disagrees; 3) Fit the strategy make them feel that they have voice overall company business and proposal; Note: For those who their complaints couldn't be fitted, let them know the base reasons; For sure, this will create a new environment for commiment of all employees and partners. Employees always need to 'see' that they realy make part of company in a whole. With respect, Sandro Regis Cardoso

1. Organiser des sessions de brainstorming collectif : Invitez l’équipe à participer à des réunions de réflexion où chaque membre peut partager ses idées sur l’orientation stratégique. En favorisant une atmosphère de créativité et de non-jugement, vous encouragez des contributions plus riches et diversifiées. Cela peut également révéler des perspectives que vous n’auriez peut-être pas considérées autrement. 2. Mettre en place un système de feedback structuré :Après avoir recueilli des idées,mettez en place un processus pour évaluer leur faisabilité et leur alignement avec les objectifs de l’organisation. Assurez-vous de donner un retour d’information constructif, en expliquant pourquoi certaines suggestions sont adoptées.

To win your team's support by communicating benefits, focus on how the strategic direction will positively impact them. Highlight specific advantages like career growth, improved workflows, or team recognition that the strategy will bring. Explain how it aligns with both personal and organizational goals, offering concrete examples of success stories or past results. Tailor your message to address their concerns, linking their individual roles to the broader benefits. Use a mix of one-on-one and group communication to ensure everyone understands the value. Reinforce these benefits regularly to keep motivation and commitment high.

1. Alignement avec les objectifs individuels : Identifiez les objectifs de chaque membre de l’équipe et montrez comment la nouvelle stratégie peut contribuer à leur réalisation. Par exemple, si l’un de vos collaborateurs souhaite développer ses compétences en gestion de projet, montrez-lui comment la stratégie ouvre des opportunités pour exercer ces compétences. L'idée est de faire comprendre que leur succès personnel est lié à la réussite de l'orientation stratégique. 2. Opportunités de croissance professionnelle : Expliquez comment la mise en ?uvre de la stratégie peut créer des opportunités pour des promotions, des formations ou des responsabilités accrues.

En un taller reciente, un equipo se mostraba reacio a adoptar una nueva estrategia de marketing. Les presenté ejemplos concretos de cómo la nueva estrategia podría facilitar su trabajo diario y abrir puertas a oportunidades. Cuando conectas intereses y aspiraciones con la estrategia, es más probable que se sumen al cambio. También es importante crear un espacio de diálogo donde puedan expresar sus inquietudes.

1. Fournir des formations ciblées Formations spécifiques : Organisez des sessions de formation adaptées aux besoins de chaque membre de l’équipe, en fonction de leurs r?les dans la mise en ?uvre de la nouvelle stratégie. Par exemple, si la stratégie implique l’utilisation de nouveaux outils ou de nouvelles approches, assurez-vous que chaque membre re?oit une formation technique ou méthodologique pour ma?triser ces changements. 2.Mettre à disposition des ressources adaptées Guides et outils : Fournissez des documents clairs, comme des guides ou des check-lists, qui aident les membres de l’équipe à comprendre étape par étape la mise en ?uvre de la stratégie.

Be authentic, be honest, acknowledge concerns, lead by example. Speak truth ??, encourage change. Ask for feedback. Constructive conversations, allow time.

One thing I’ve found helpful is to monitor their progress through 1on1 meetings. In this kind of meeting, we can check progress, challenges, wins and frustrations. It’s a good time to realign tasks and behaviors (if needed), always focusing on the results and their well being. People are used to say “yes, sure” for a strategy set, however it’s important to understand on a 1on1 setting if they really bought it or they’re just going through the motions.

This part is very important. However, the objectives, strategies and goals must be written in SMART terms. There must be metrics to measure and monitor progress so that decisions can be made to adjust if needed. This monitoring also involves gather the same task force to assess during the year and definitely annually to determine if progress is made in the right direction.

Uma reuni?o de acompanhamento de objetivos e metas periódica facilita a compreens?o, orienta??o e foco nos objetivos e metas estratégicos.