La résistance au changement découle souvent d’une incompréhension ou d’une peur des conséquences, plutôt que d’une opposition réelle. Pour gagner la confiance des sceptiques, j’adopte une approche en trois étapes : écouter, clarifier, embarquer. 1) J’écoute leurs préoccupations pour comprendre leur résistance et montrer que leur avis compte. 2) Je clarifie le pourquoi du changement, en mettant en avant les bénéfices pour eux et pour l’entreprise. 3) Je les embarque en les impliquant activement. Le scepticisme, bien canalisé, peut devenir un moteur d’engagement grâce à une communication claire et une réelle implication.

Being transparent and open with communication not just about the changes but your honesty about navigating the changes will put the skeptism at bay, but if you're saying one thing as a leader and doing another of course there will be questions and uncertainty from the team

Building trust with skeptical employees is all about communication and action. Be transparent, address concerns head-on, and always follow through. Change is tough, but when they see you’re genuinely listening, they’ll trust you more. A little empathy goes a long way!

You need to acknowledge employees' concerns openly and consider the reasons for upcoming changes. Be clear about what you want to get and have to share a vision about that. Have to show the changes prove to the people around them and for the organisation, it is beneficial to them. Have host Q&A sessions to address questions and remain transparent. For an example, when I was showing new tools and benefits, I made a step by step and offered training, that reduced resistance. Communicate personally and recognize where each person stands during the transition. When employees feel heard, valued and informed trust builds. Be consistent in your lead and keep your word in your promises.

Gaining the trust of skeptical employees during times of change requires a combination of open communication, empathy, active engagement, and consistent action. By adopting these strategies, it is possible to create an environment where resistance is reduced, trust is built, and the team feels more secure and supported throughout the transition process. Over time, those who initially resisted may become allies in the success of the change.

Dans le but de franchir les barrières, il est essentiel d'être clair sur les avantages du changement, d'impliquer les collaborateurs dès le début, de proposer des programmes adaptées, de montrer le changement par l'exemple et de valoriser les contributions en leur donnant un feedback constamment.

Listen to them. Ask questions to understand their viewpoint. It could be they are missing a few key pieces of information that are tainting their thought process. It could be they just don’t like change and will complain about anything. No matter, listen and ask questions. If there is validity to their resistance, make sure the appropriate people are aware in case that changes the rollout. Otherwise, make sure to acknowledge their concerns and ask for their support with the changes. Within reason, a vocal employee is better than a quiet employee.

Para ganhar a confiança de funcionários céticos durante mudanças, é essencial ser transparente, ouvir ativamente e envolver a equipe no processo. Comunique claramente os benefícios das mudanças, forneça exemplos de sucesso e mostre empatia pelas preocupações deles. Encoraje a participação ativa e ofereça suporte contínuo. Ao demonstrar liderança e compromisso, você transforma resistência em colaboração, pavimentando o caminho para um futuro promissor.

It's human nature to get defensive when met with opposition. However, as leaders, it's important to acknowledge that it is never personal. By taking ourselves out of the situation, we are able to address it more effectively and objectively, without feeling the need to justify or defend a stance. We can then look at the entire picture holistically, gaining more understanding of the employees' concerns. Most people just need to be heard and feel like someone truly empathizes with their feelings. If we can connect on a human level, we can find a common ground, in which everyone can compromise and see the value in collaboration. Respect begets respect. It is important to stay as transparent as possible and communicate often.

Building trust with skeptical employees requires clear, consistent communication and empathy. Start by actively listening to their concerns, showing that you understand their fears and uncertainties. Be transparent about the reasons for the changes, highlighting the benefits and how it aligns with both the company’s and their personal growth. Involve them early in the process, seeking their input and feedback to make them feel valued. Demonstrate your commitment by delivering on promises and supporting them through the transition. Over time, small wins and positive results will help to gradually shift their mindset, proving the change is worthwhile.