Your team is pushing back against change plans. How do you get them on board?
When your team resists change, it’s crucial to address their concerns thoughtfully and transparently. Here’s how to effectively gain their support:
How do you get your team on board with change? Share your strategies.
Your team is pushing back against change plans. How do you get them on board?
When your team resists change, it’s crucial to address their concerns thoughtfully and transparently. Here’s how to effectively gain their support:
How do you get your team on board with change? Share your strategies.
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To gain team support for change, leaders must combine clear communication, empathy, and collaboration. Explain the rationale for change, link it to team and organizational benefits, and address concerns while providing necessary resources. Involve team members in decisions, use early adopters to influence peers, and apply frameworks like Kotter’s 8-Step Model to ensure urgency, action, and cultural alignment. Gradual implementation, long-term benefits, and celebrating wins build momentum. Tools like storytelling, trackers, and workshops foster engagement, while frameworks like ADKAR and McKinsey’s 7-S ensure alignment. Feedback, recognition, and continuous improvement build trust and turn resistance into growth.
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Resistance often stems from 2 key reasons - either the team has not understood the real need for change, or they fear how the change will affect their own situations. These need to be addressed. For any change, leaders need to invest significant energy in explaining "the WHY". Often we jump to the WHAT and HOW of the change. The need for the change has to be stressed and often repeated. Secondly, its important for the leader to address the uncertainty and articulate how the change will affect Indvidual roles/responsibilities/authorities etc. A good idea would be to identify Change agents - those who are informal leaders and could benefit from the change. They can act as ambassadors and influence teammates.
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I approach team resistance to change by first deeply understanding the underlying concerns, creating a safe space for open dialogue where team members can express their fears, uncertainties, and doubts without judgment, and demonstrating genuine empathy for their perspective. By crafting a compelling change narrative that connects the proposed changes to the team's core values, professional growth, and meaningful organizational objectives, I transform potential opposition into collaborative engagement, showing how the change aligns with their personal and collective aspirations.
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I find that capturing the ‘As Is’ processes from frontline employees provides a way for them to be involved in the change initiative and offers ‘buy-in’. ‘To Be’ process mapping with the management provides the bigger picture, resource identification and informs what is required to bridge the gap. To quote Ian Gotts “Results = Initiatives x (Adoption x Adoption)” Adoption requires people to change. Effective adoption puts into context; why they need to change, and how they can change. People change through inspection and not election; although this sounds unempathetic, it doesn't have to be. Processes should be broken down hierarchically and metrics used to reinforce the new process at each level; thus reinforcing the strategic direction.
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Engage your team in the rationale for change by stating why it is necessary, its benefits, and linking them to shared goals. Give them an opportunity to air their fears and apprehensions about the changes. Ensure empathy and involve them to create ownership. Provide resources and support at important touchpoints to help navigate more difficult transitions. Celebration of smaller milestones builds trust as the momentum develops.
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In my opinion: How do I get my team onboard with big changes?'': 1. Be proactive and communicate the change in advance. 2. Open channels for questions and feedback. 3. (Gently) Let people know that buy-in is not optional. 4. Give employees access to the right resources. 5. Acknowledge that it'll be at least a little bit messy.
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To get your team on board with change, listen to their concerns and understand their perspective. Clearly explain the purpose, benefits, and how it impacts them positively. Involve them in the process, making them feel valued. Address fears by offering support, training, or resources. Be patient and lead by example, showing commitment to the change. Celebrate their contributions and small successes to build trust and momentum for the transition.
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Building trust is key to getting your team on board with change. - Listen to concerns and show empathy to understand their perspective. - Share the vision clearly and explain the benefits of the change. - Address fears openly and honestly to build confidence. - Involve the team in the planning process to create ownership. - Maintain transparency by providing regular updates and progress. - Celebrate wins to boost morale and show success in action. - Encourage feedback to foster collaboration and a supportive environment.
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Clearly articulate the vision and benefits of the change, demonstrating how it aligns with both organizational goals and their individual roles. Involve them in the planning process to foster a sense of ownership and address any fears or uncertainties they may have. Providing training and support can also ease the transition. Recognize and celebrate small wins to build momentum and show appreciation for their efforts. By fostering a collaborative and supportive environment, you can gradually gain their buy-in and commitment to the change.
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encourage participation likely to face push back make sure employees feel involved with the progress and shape of their careers. Team meetings, one-on-one sessions, seminars, webinars and feedback forms play a crucial role in ensuring employees feel like they have a say in their job role
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