Often times employees are skeptical of change when they don’t understand the “why” behind the transformation and also don’t get a perspective of their own future fit. Honest and transparent communication on an ongoing basis about the reasoning behind the “why” and being candid about what it takes for each individual employee to be a part of the future is key to overcoming employee skepticism.

You don't. You can spend your finite time oiling the squeaky wheel or engaging positively with those who are open already. The majority group is in the middle - on the fence. It is the positive group who will move them for you. The skeptics will move when they see the crowd has moved away from them. Some will never move, but at least you will know who they are.

Messaging is the key for any change. In my experience of transforming teams from micro-management to collaboration and innovation has seen various levels of acceptance. The way I could succeed was through 1. Creating an environment of trust with open and transparent communication 2. Projecting opportunities that the change brings to the team/ individual 3. Utilizing champions within the team as ambassadors of change that helped other employes embrace the new model 4. Embracing any failures with constructive feedback

Painting the picture of the future, why changes is important, open transparent leadership throughout the change, getting buy in from the advocates to support the message

1. Having open communication with them is best, allow people to react, feel, take time to ask questions. 2. These are people who may have had difficult past, so assurance works, followed by actions that creates trust works. 3. Check-in after the change takes place- time to time to ensure they are settling with the facts of change. 4. Ensuring these people are doing well professionally, is always a good idea and overrides the past experience or todays challenge due to change.

I really agree on the importance of understanding the “why”. Equally important is to reallt understand the “why-not” of the sceptical employee. In that sense, it is important to invest time and energy to really listen. Really “see” your colleague. Are you sure she/he feels to be seen and understood? Thát goes far beyond the phrase “i see where you are coming from”… Let’s build real connections first to drive the progress and change.

Skepticism during culture transformation is often rooted in uncertainty or past negative experiences. To address this, approach skeptics as allies by framing their concerns as opportunities for improvement rather than resistance. Engage them early by co-creating measurable milestones that directly address their hesitations. Use storytelling-highlighting examples where similar transformations succeeded-to inspire confidence and personalize the change. Most importantly, create a feedback loop where skeptics can voice concerns continuously and see their input implemented. By focusing on transparency, measurable impact, and involving skeptics in the change narrative, you can convert doubt into genuine support.

This is where a tool like ONA ( organizational network analysis) is critical to understand where the influencers are in your organization, and the connections they may have to the skeptics. Tap into them to help influence and champion positive change. Additionally, be clear in communication about the why, how and when, and reward those that demonstrate and model the changes you're looking to implement.

Recognise and acknowledge that skeptical employees did not start that way. Past experiences of broken promises, being let down, targeted by poor culture transformation processes may have made them skeptical. They could also be victims of an earlier toxic culture. I will start by inviting them to share their skepticism and the rationale for that. Sometimes their skepticism may unearth valuable risks or potential hiccups that may derail the culture change initiative. If the cause of their skepticism is in a past experience, I will work to resolving their doubts and invite them to lead a few initiatives, keeping in mind their own skepticism. That way they become change leaders instead of victims of change.