You're facing internal resistance to change in product marketing. How can you overcome it effectively?

Resistance to change also comes from comfort. The team may feel uncomfortable embracing innovation and new technologies or methods that are available, especially if what has always been done seems to be working fine. A way to understand this concern is by enabling an ideation session with case scenarios where the team can creatively come up with new ideas and solutions to help inspire new perspectives

First, listen! Understand what's making your team hesitant. Then, get them involved! Let them help shape the change, so they feel ownership. Next, clearly explain how this new approach benefits everyone, not just the company. Offer training to build confidence and address any knowledge gaps. Look for small wins to show progress and build excitement. Celebrate those successes and keep the momentum going with open communication and positive reinforcement!

Early stakeholder engagement and involvement, at all levels, has always helped. Listen to understand concerns, dig deeper to understand hidden concerns (I find these are not often discovered on initial contact). And then seek to address the concerns raised and provide clarity on the impact of the changes. Resistance sometimes offers an opportunity for improvement!

It's crucial to create a safe space where team members feel comfortable sharing their concerns without fear of repercussions. Often, resistance comes from uncertainty about the future, a lack of clarity on how changes will impact them personally, or skepticism about the changes themselves. By understanding these root causes, I can approach the situation with empathy and a genuine interest in addressing their specific needs. Building trust is key, so my goal would be to frame the change not just as a top-down decision but as a process in which everyone plays an integral part. Ultimately, by acknowledging and addressing the concerns of my team, I can help reduce anxiety and foster a sense of ownership and engagement with the new direction.

The most underrated skill for any marketer: the ability to get buy-in. Effective collaboration is not about saying YES to every idea or implementing every opinion. It’s about: 1) building relationships with your stakeholders 2) understanding what they are trying to achieve and how this relates (or not) to your goals 3) evaluating their ideas/ input in an objective way 4) getting everyone aligned to one common goal When you can demonstrate that you understand your stakeholders goals/ motivations/ concerns, you grow your credibility and influence.

There is an African proverb- if you want to go fast, go alone but if you want to go far, go together. It is true in many personal and professional settings and specifically in this case. It is super critical to bring along all the stakeholders, get them vested in the conversation. When teams feel ownership, they tend to be creative and high performing.

Collaborative workshops and brainstorming sessions are excellent methods to achieve this. By actively seeking and incorporating their input, you not only mitigate resistance but also leverage the collective expertise and creativity of your team. This approach can lead to more innovative and well-rounded marketing strategies

You tell them a story. Once apon a time a car was made called a Model T Ford and i can safely say I recon none of you drove to work in one today. back further and like in New Zealand your great granparents most probably arrive as imagrants aboard a sailing ship or steamer. you made a cup of tea by boiling water oner a coal range (search google if you don't know what that is) and on and on. No time does not stand still niether will inovative thinkers who constantly look ahead to see how they can change things hopefully for the future to make things easier to live. Do you wish to be listed amoungst those? If not best start to start thinking forwards or you will be left behind as a dusty memory at best.

In every team, you have leaders and followers, early adopters and laggers. Unfortunately sometimes also people who like to sabotage. Try to understand the people, their attitude, character, position in the team,, perceived losses, perceived wins and then select your (small) team of allies to start the change process. This is your core team and you need full buy in and full transparency with them as they are your key to bring the while team with you later on...

In the case of facing resistance for change in product, it’s important to - 1. Map out the cause of resistance 2. Have a survey done on why the change is required 3. Have validated points on why the change is required and communicate of everyone in doubt. 4. Once they are clear on the cause, show them the future cause or the vision for change 5. Lastly involve them and make them part of the process

When introducing changes, I like to speak to the team as a whole (when it is a large number of people) or talk to people individually about the change. Change is hard, yet constant in any corporation, so it is important to give the perspective that there always going to be changes and why the changes can be positive. I also like to point out that the changes generally add to an employee's skill set when they adopt the change and can articulate it. In the past, I have had managers have short calls with each team member and asked them to articulate the change / strategy in their own words to their manager to show that they understand it and perhaps promote a discussion about it with their manager.

One thing I’ve found helpful is to define the size of prize and “what’s at stake if we don’t do this?” - eg Burning Platform Technique.

It is very important for the team to understand their role and the path they need to take to achieve the goal. The fewer gray areas and uncertainties, the easier it will be to fine-tune teamwork. You also need to remember that any changes are some hypotheses that require confirmation, give the team the opportunity to experiment, encourage the involvement and dedication of team members. Presenting progress and small victories on the way to a big goal will help you find as many like-minded people in the company as possible

Overcoming resistance to change in product marketing starts with comprehensive training to alleviate fears and uncertainties. By educating team members on the benefits, setting clear goals, and encouraging controlled experimentation, you can build confidence. Additionally, fostering a supportive environment with open communication, strong leadership, and peer collaboration is crucial. Continuous feedback and celebrating successes help maintain momentum and adapt strategies effectively.

Training is undoubtedly important, it is necessary to immerse people in the problem and the solution, but it is important to start training at the moment when the team is basically ready to implement changes, when the motivation is clear and that changes are already necessary, otherwise the training will not be effective, people will begin to sabotage the process, which can lead to sad consequences

Communicate with internal team. Share Market, competition status with team. Communicate win solution. Provide training Discuss internal effects with team.

I’ve found that resistance often stems from uncertainty, not just a fear of change. It’s not enough to simply offer training—you need to make it relevant and hands-on. Tailor training sessions to address the specific skills gaps within your team and provide real-world scenarios they’ll encounter in the new strategy. Additionally, integrate continuous learning opportunities, so the team feels supported over time rather than overwhelmed by a one-time event. When training is practical and ongoing, it builds confidence and ensures your team is not just ready but excited to tackle the new direction head-on.

Bigger group approach is good at start to bring e everybody on 1 page and also good when you have already a core team that accepted the change to pass on to the next. Also, once the resistance is lowered somewhat... just do it... implement the change and engage a full group... many people are followers and the change will just be done after the event...

Setting up goals , measuring them and then reaching the desired outcome always will bring a sense of achievement. Clearly define metrics of success for the product marketing changes that you may do. This will help the team to also further trust the process and show less resistance.

Rather than seeking immediate support, focus on achieving a quick win independently, without requiring initial endorsement. By demonstrating success through your efforts, you provide tangible proof that change is beneficial. Setting an example through action in areas where others may be skeptical builds your credibility and makes it easier to convince others of the value of change.

Focusing on quick wins is a smart strategy. Early successes provide tangible proof that the change is working and help maintain momentum. Celebrating these victories boosts team morale and reinforces confidence in the new direction, encouraging ongoing support and commitment to the change.

Advantages are nice on slide but better in real life. Once you gave a quick win, the people who directly benefit from the quick win are likely to be convinced and become big sponsor of the change.

Quick wins are the key to success. Any complex system is a simple system that has gone through stages of evolution, the same is with changes, sometimes you need to switch the switch and start living a new life in the moment, but it is better to gain people's trust and show them what you are capable of, taking small steps towards a big goal.

Manage your expectations. Against all of the above, this sort of change is a marathon not a sprint. Resistance to change is complex, probably predates you and the reasons for it need to be respected. You need to earn the trust of your colleagues and be prepared for this to take time

I always expect that some team members will need to be re-enrolled in the change process. Stay close to them as individuals and recognize that a combination of one on one and team feedback and coaching will be required to sustain momentum.

Continue to support and monitor the change process. Regular updates and feedback sessions keep the team motivated and help address any issues that arise, ensuring long-term success.

Showing that changes are actually working: evidence always wins over theory, and small progress along with consistency will set the ground of a long-term growth for both teams and projects.