Allow me to share an e.g.- say...a senior leader in a global consulting firm noticed resistance during a session from a team member hesitant about adopting new tools. By asking, "What concerns you most about this transition?" the leader uncovered fears of inadequate training. This acknowledgment allowed for a targeted solution, reducing resistance. So, maybe begin by validating the team member’s feelings without judgment to create psychological safety. Resistance often stems from fear, lack of clarity, or past experiences. Use open-ended questions to explore their perspective. Then, introduce gradual change and empower #Ownership. Break down the issue into smaller, manageable steps and invite the team member to co-create solutions.

I‘d check if they are actually resisting or just pretending. The willingness to be coached requires the willingness to be vulnerable. Often people don’t want to be vulnerable because of past traumas or past negative experiences. I‘d try to understand before trying to coach or even fix. Once I understand, a common language needs to be created and a reason why coaching can be positive. The readiness is critical. You can lead a horse to water, you can’t make it drink. Same here. The coaches must see the advantage and have trust. Since it’s a team member, it’s also a question that the company might require said openness. Thus it‘s a fine line between inviting, suggesting and actually telling.

En una sesión, un miembro del equipo mostraba resistencia constante. En lugar de confrontarlo, le pregunté: “¿Qué te preocupa de este proceso?”. Al sentirse escuchado, compartió su perspectiva, lo que nos permitió abordar sus inquietudes y alinearlo con el objetivo común. ¿Cómo superar la resistencia de un miembro del equipo? - Escucha activa: “¿Qué te hace dudar de este enfoque?” - Valida sus emociones: Reconoce su perspectiva sin juzgarla. - Busca colaboración: “¿Cómo podríamos ajustar esto para que funcione mejor para todos?” La resistencia no es un bloqueo, es una señal de que algo necesita ser explorado. Convertirla en diálogo puede transformar la dinámica del equipo.

I believe it’s important to understand where the team member is coming from. More often than not, leaders must meet their team members where they are, develop understanding and empathy from where they are coming from, and then create an approach that they (the team member) will be responsive to. We cannot expect every person to receive direction in the same way. Think of it as taking an empathetic approach, rather than tackling resistance.

Here’s my humble opinion to this question. It’s not a one size fits all approach. None of us come to work to purposefully be resistant or be unsuccessful. Create a safe professional environment for people to have opinion, share concern, disagree, be vulnerable and learn without concern. Seek to understand the individual, their goals and what drives them. Truly listen and empathise. Adapt your style to theirs. Find their strengths and set goals together. Share and be vulnerable with story or anecdote. Deep dive into their resistance to understand it. Care. Ask them what the impact of their resistance might be having on group, others perceptions, on themselves etc. be there to serve them so they can be successful.

First identify whether their resistance stems from fear, lack of trust, misaligned goals, or external stressors. Ask questions & try to uncover their concerns.Acknowledge their PRESPECTIVE & respect their viewpoint Create secure environment to share without judgment or repercussions. Let them know you’re there to support, not criticize. Clarify the Purpose of Coaching & adapt your coaching style to fit their personality, learning preferences, & communication style. Acknowledge their resistance in a non-confrontational way (e.g., “I sense some hesitation. Can we explore that together?”). Set Boundaries & if resistance persists and impacts the team, consider engaging leadership or HR for additional support.

Create a supportive and non-judgmental environment for discussion. Show empathy by acknowledging their feelings and concerns. For example, I understand hesitatece about this change. Be adaptable in your approach, as individuals may respond better to either a collaborative or a directive style based on their preferences. Concentrate on small, achievable steps to help build confidence and demonstrate progress.

1. Listen: Understand their concerns to build trust and empathy. 2. Clarify: Explain the benefits and purpose behind the coaching process. 3. Empower: Involve them in decision-making to increase ownership and engagement. 4. Support: Offer guidance and resources to help overcome obstacles together.

S'il existe des résistances dans l'équipe, cela signifie que l'objectif ou le projet sont remis en cause. Tout d'abord, il est impératif de reformuler le projet commun et de vérifier qu'il a bien été compris par chaque membre de l'équipe. Avant de commencer un atelier, il faut reposer les règles de vie avec le groupe. Puis, une seule question suffira. Quels sont les freins selon vous qui nous empêcherait d atteindre l objectif commun ? On constitue des groupes en presentiel, des sous-classes à distance. Chaque sous-groupe écrit les freins sur des postits. On mutualise et on cherche des solutions avec l'équipe. S'il y a des résistances, cela signifie qu'il y a une prise en compte du projet. Il faut les traiter non les craindre.

I’ve had success in overcoming resistance on a few occasions, but let’s be clear: when someone resists coaching, it’s a significant red flag. Coaching resistant team members carries a substantial opportunity cost. When you make yourself un-coachable, you halt your growth and inevitably reach a dead-end.