When faced with strong resistance and pushback, it’s crucial to address the situation decisively. - Start by reiterating the purpose of the change and the impact it has on the organization’s goals. - Be transparent about what’s non-negotiable and set clear expectations. - Engage with individuals to understand their concerns, but make it clear that persistent disregard cannot delay progress. - Establish a timeline for compliance and communicate the consequences of inaction. - Provide necessary support to help them adapt, but emphasize that collective success depends on the team’s ability to move forward, even when the process feels uncomfortable.

Resistance to change often stems from fear or misunderstanding, so I tackle it by fostering clarity, trust, and inclusion. First, I explain why the change matters—connecting it to team goals and individual growth. Next, I listen to concerns without judgment, uncovering the root causes of resistance. I then involve the team in shaping solutions, giving them ownership of the transition. To build momentum, I celebrate small wins and highlight positive outcomes early. Finally, I lead by example, embracing the change myself and showing resilience. Change isn’t forced—it’s inspired through understanding and shared purpose.

Clear communication explaining the benefits of the transition and answering any questions that the team may have. Making sure that the Team becomes a part of the changes-improvements. Highlighting that their input is valuable to move forward and improve processes. The Team will help us understand what needs to be changed or be adjusted with the new implementations since they will be the first line operators performing the tasks and noticing any glitches with the new processes.

The 30/30/30 rule is a helpful framework for change management. 30% are early adopters and change drivers, 30% are followers, and the last 30% are resistant or reluctant. The first two groups—early adopters and followers—are your key allies. Involve them, empower them, and make them accountable. The final 30% may be harder to reach, and while a few might shift over time, it’s not always worth focusing too much on them. Ultimately, decisions should be made in the best interest of the larger group, even if some resist.

Engaging a team that is resistant to change can be challenging, but there are several effective strategies: Explain the reason for the change and its benefits. Include the team in the process by asking for feedback and suggestions. Provide ongoing training and support. Recognize and reward efforts. Be a positive example. Implement changes gradually and listen to the team's concerns.

La resistencia al cambio se trabaja con confianza, resultados y responsabilidad. Confiar en los cambios. Contrastar los resultados obtenidos con los anteriores. Responsabilidad de saber que a veces fallarás.

- Meet with team members individually or in groups to understand their hesitations. Concerns may include fear of the unknown, lack of skills, increased workload, or attachment to old processes. -Acknowledge Emotions: Validate their feelings and emphasize that resistance is natural during transitions. -Explain the reasons behind the change and how it aligns with organizational goals . -Address different motivations ,efficiency and growth . -Sense of ownership in decision making. -Test new processes with a small group and incorporate their feedback before a full rollout. -Actively use and champion the new process yourself to show confidence in the change. -Reward flexibility and a proactive attitude toward new initiatives. -

Communication with the a team is a cornerstone of success not only during the times of changes, but during normal times too. But it’s nothing without trust between a leader and a team. A team should feel protected by a leader and a leader should demonstrate that he/she cares about a team. And then any difficult times would be passed with minimum stressful situations and even more - would bring the great results.