The moment we label its resistance - there is a sense of judgment. My first role as a coach is to move out of this bracket and understand the dynamics from a neutral standpoint. If possible, gain perspectives from stakeholders including team members on what is at play. Now understanding the client is key - what is going on there? - the intent, the underlying emotions (his/her feelings - any fears?), the thought process, and also the behaviors. In most cases, if all these details are explored well in a non-judgmental way and supported by providing direction to thinking the clients will themselves call out the resistance at play. Uncovering that, the coach can now navigate the strategy, plan, skills & actions/behaviors to restore harmony.

When my client's resistance disrupts their team’s harmony, I start by identifying the root cause of their resistance. This often involves encouraging them to reflect on their beliefs, fears, or experiences that may be contributing to the tension. Through active listening and open dialogue, I help them recognize how their behavior impacts the team dynamic. Together, we then develop action plans that address both their individual challenges and the team’s needs. These plans might include better communication, setting clearer expectations, and/or creating opportunities for collaboration. By aligning their personal growth with their team’s goals, my clients can work towards restoring harmony and leading more effectively.

Asking powerful questions and listening to the answers helps to uncover unspoken concerns. Here are a couple of examples. - What do you see as the risks, implications and obstacles of taking this path? - What do you see as the worst case scenario. - What would need to happen for you to be fully on board with this plan? There are often unspoken concerns that once dealt with can turn the situation around. Sometimes it is a plain misunderstanding about what is being proposed. We are not wired to think the same, don’t have the same values. Avoid jumping to conclusions. How we cast vision makes a huge difference. Better to take responsibility for the breakdown in communication rather than blame the other person as being resistant

My experience is resistance is a great gift, signifying we need to slow down. In this evolved world we’re working in, taking time to uncover concerns & deeply listening is a powerful way we all learn. It gives a message to the team, everyone is valued, even the ‘negative’ person. Pausing bears fruit. Spend time with risks, spend time including, spend time with nervous systems. A great story in Nancy Klines book: A Time to think. She was called to a senior team with a partner ‘resisting’ she recalls once this person wasn’t shouted down to, or attempting to problem solve with. Once they felt heard without interruption, It became apparent how much the person cared. Then once they felt heard he could move on with the conversation/decision.

Assure the client that the coaching relationship is non-judgmental and confidential and acknowledge their perspective: Validate their feelings or concerns without endorsing disruptive behavior.

When there is resistance, there is a trigger. When there is a trigger it very rarely stems from something that just happened, rather it developed years, maybe decades prior. Asking questions and helping the client uncover the root cause of the resistance is the only true way to truly eliminate the issue ultimately removing the resistance.

Is it resistance? Or something else? Are we asking them the question of what’s going on, for them? What are they experiencing? How are they experiencing it? What do they see around them? We can be quick to judge and label things. If we’re coaching, we need to work collaboratively with them, to find out what’s going on for them and what potential options they can see. People aren’t ‘resistant’ for comedy value. It’s usually something they believe to be against their core values, doesn’t sit in line with their perceptions of what should be happening, an emotional trigger or something deeper. Engage with them, find out their experience first

When a client’s resistance impacts their team’s harmony, the coach must build trust to understand their concerns. Setting clear, aligned goals with the team is key to fostering cohesion. Additionally, encouraging self-reflection helps the client see how their behavior impacts the group, opening doors to more constructive alternatives. With this approach, resistance becomes an opportunity to move toward more effective and harmonious solutions.

Cuando la resistencia de un coachee está rompiendo la armonía del equipo hay que indagar en las razones que de esconden detrás de esto: ¿se siente la persona verdaderamente integrada en el equipo? ¿está en el rol que le corresponde? ¿está recibiendo el reconocimiento que merece? Cuando trabajamos Coaching de Equipos es importante tener una visión estratégica de conjunto y de cada una de las partes que componen el equipo. Puede ser útil realizar alguna dinámica de facilitación que nos dé más información sobre lo que realmente está sucediendo. También es importante provocar la reflexión de la persona sobre porqué se está sintiendo así y qué pretende conseguir. Una vez aclarado lo anterior podremos establecer objetivos en los que trabajar.

When a client exhibits resistance and disrupts my team's harmony, I will first listen to them actively and adopt a non-judgmental approach. This includes: Establishing a safe and supportive environment to build trust with the client. Gathering feedback from my team to identify the root of the issue. Collaborating with the client to restore harmony. By following these steps, I aim to address the concerns effectively and foster a positive atmosphere.