Your team members are resisting change due to fear. How can you help them overcome their concerns?

Yes, change management not come easily, as people express their fear for a change management due to several reasons. For an example people resist for a digital change, for a reason 1. People feel that it is hard to learn. 2. Losing their importance and job. In such situations as a leader one has to reach out to the people, show concern towards them, show them the benefits of digitalization, with the data. In a change management, willingness from bottom to top is very much essential.

It’s too simplistic to blanket label the complex emotions people feel when faced with change. Some do fear change, but others can feel anything from hesitation to confusion. The first step is recognizing that change isn’t easy for most people and you can do that by: 1.) Acknowledging the difficulty in your initial communication. 2.) Setting up optional channels for people to ask follow-up questions and stay informed as needed. 3.) Being transparent about what you do know, and more importantly, what you do not know so you manage people’s expectations from the start. 4.) Sharing a timeframe for when you plan to know what you don’t know today.

Fear of change is a human condition even when you see the change as good for them. Acknowledging the fear as valid allows for open and frank discussion

I agree that acknowledging fear is key to devise a robust change strategy that not only helps people to smoothly sail through the change but also realise the intended goals.

One thing I would always stress is creating a strong communication strategy that promotes transparent and clear communication. Further, the communication should also focus on the ‘What’s in it for me’ to gain the attention of the group

Uncertainty fuels fear. Counter this by being transparent about the changes. Explain the ‘why’ behind the decisions, and provide as much detail as possible about the ‘what’ and ‘how’. The 𝐀𝐃𝐊𝐀𝐑 𝐦𝐨𝐝𝐞𝐥 (Awareness, Desire, Knowledge, Ability, and Reinforcement) can be a useful framework here, ensuring that you cover all bases of the change process. →𝑪𝒓𝒆𝒂𝒕𝒆 𝒂𝒏 ‘𝑰𝒏𝒇𝒐𝒓𝒎𝒂𝒕𝒊𝒐𝒏 𝑺𝒕𝒂𝒕𝒊𝒐𝒏’ – 𝒂 𝒄𝒆𝒏𝒕𝒓𝒂𝒍 𝒓𝒆𝒑𝒐𝒔𝒊𝒕𝒐𝒓𝒚 𝒐𝒇 𝑭𝑨𝑸𝒔, 𝒕𝒊𝒎𝒆𝒍𝒊𝒏𝒆𝒔, 𝒂𝒏𝒅 𝒓𝒆𝒔𝒐𝒖𝒓𝒄𝒆𝒔 𝒓𝒆𝒍𝒂𝒕𝒆𝒅 𝒕𝒐 𝒕𝒉𝒆 𝒄𝒉𝒂𝒏𝒈𝒆. 𝑬𝒏𝒄𝒐𝒖𝒓𝒂𝒈𝒆 𝒕𝒉𝒆 𝒕𝒆𝒂𝒎 𝒕𝒐 𝒄𝒐𝒏𝒕𝒓𝒊𝒃𝒖𝒕𝒆 𝒒𝒖𝒆𝒔𝒕𝒊𝒐𝒏𝒔 𝒂𝒏𝒅 𝒂𝒏𝒔𝒘𝒆𝒓𝒔.

An ample data cube with specific metrics could help reduce or eliminate fear. In the end, having an objective-driven management style will focus any colleague on being action-driven and understanding their value as individual contributor.

People always fear what they don’t know. Change management is crucial here…breaking things down into small, manageable chunks is crucial. Communicating clearly about what will happen and when, but more importantly highlighting how it will benefit them in the long run is a great way to get buy-in from your team 👍

Ya en nuestro espacio de sosiego, quizás aún con el miedo empapándonos, podremos conseguir momentos de lucidez para ordenar lo que sabemos de la situación que hemos juzgado como amenaza. Esto implica que nos estamos liberando del juicio, y que empezamos a ver las cosas de una manera neutra, aséptica. El personal de Emergencia tiene muy interiorizado el proceso. Fuera del juicio todo se ve más claro y estamos más preparados para el análisis. Una cosa va detrás de otra, casi automáticamente, y van apareciendo los tratamientos y remedios, provisionales o no, para paliar las consecuencias del problema hasta encontrar un entorno más favorable o para solucionar el problema. Ya no hay juicio, sino análisis. Ya no hay miedo, sino acción dirigida.

People support what they help create. Involve your team in the change process using the 𝐏𝐚𝐫𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐢𝐯𝐞 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐌𝐚𝐤𝐢𝐧𝐠 (𝐏𝐃𝐌) 𝐦𝐨𝐝𝐞𝐥. This approach not only alleviates fear by giving team members a sense of control but also harnesses their collective wisdom for better solutions. →𝑶𝒓𝒈𝒂𝒏𝒊𝒛𝒆 𝒃𝒓𝒂𝒊𝒏𝒔𝒕𝒐𝒓𝒎𝒊𝒏𝒈 𝒔𝒆𝒔𝒔𝒊𝒐𝒏𝒔 𝒘𝒉𝒆𝒓𝒆 𝒆𝒗𝒆𝒓𝒚 𝒕𝒆𝒂𝒎 𝒎𝒆𝒎𝒃𝒆𝒓 𝒄𝒂𝒏 𝒑𝒊𝒕𝒄𝒉 𝒊𝒏 𝒊𝒅𝒆𝒂𝒔 𝒐𝒏 𝒉𝒐𝒘 𝒕𝒐 𝒊𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕 𝒕𝒉𝒆 𝒄𝒉𝒂𝒏𝒈𝒆. 𝑻𝒉𝒊𝒔 𝒊𝒏𝒄𝒍𝒖𝒔𝒊𝒐𝒏 𝒎𝒂𝒌𝒆𝒔 𝒕𝒉𝒆 𝒄𝒉𝒂𝒏𝒈𝒆 𝒂 𝒕𝒆𝒂𝒎 𝒆𝒇𝒇𝒐𝒓𝒕 𝒓𝒂𝒕𝒉𝒆𝒓 𝒕𝒉𝒂𝒏 𝒂 𝒕𝒐𝒑-𝒅𝒐𝒘𝒏 𝒅𝒊𝒓𝒆𝒄𝒕𝒊𝒗𝒆.

This one comes with a warning label. Over-inclusivity is a risk, and can slow teams down, but being highly transparent on how people are included and when is part of building transparency and trust.

Valorizar o individuo e projetar o impacto coletivo são formas de amenizar os impactos da mudança. A conexão intencional entre o time expõe oportunidades de vínculos que acabam por se tornar um grande pilar de sustentação nos processos de mudança e transformação.

Change is hard, and even the most resilient teams need support. Be there for your team members, offering guidance and resources to help them adapt. The 𝐒𝐢𝐭𝐮𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐦𝐨𝐝𝐞𝐥 can be effective here, allowing you to tailor your support based on the individual’s readiness and willingness to change. →𝑺𝒆𝒕 𝒖𝒑 ‘𝑪𝒉𝒂𝒏𝒈𝒆 𝑴𝒆𝒏𝒕𝒐𝒓𝒔’ 𝒘𝒊𝒕𝒉𝒊𝒏 𝒕𝒉𝒆 𝒕𝒆𝒂𝒎 – 𝒊𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍𝒔 𝒘𝒉𝒐 𝒂𝒓𝒆 𝒇𝒖𝒓𝒕𝒉𝒆𝒓 𝒂𝒍𝒐𝒏𝒈 𝒊𝒏 𝒂𝒄𝒄𝒆𝒑𝒕𝒊𝒏𝒈 𝒕𝒉𝒆 𝒄𝒉𝒂𝒏𝒈𝒆 𝒄𝒂𝒏 𝒎𝒆𝒏𝒕𝒐𝒓 𝒐𝒕𝒉𝒆𝒓𝒔 𝒘𝒉𝒐 𝒂𝒓𝒆 𝒔𝒕𝒊𝒍𝒍 𝒂𝒅𝒋𝒖𝒔𝒕𝒊𝒏𝒈.

While many initiatives are very on point with the formal side of support, it is the informal coffee chats - face to face or virtual - that need to be a planned unplanned tactic as part of most changes. Keeping that ear for who needs an extra or different touch point is important and will change and evolve over time. Sometime NO sound is the loudest call for support!

the catalyst for the change needs to be considered and approach derived from the need. if change is a pre requiste to a sale of business then the support will be formed to allow for employees to encompass that goal. Ensuring that there are no hidden agendas and supporting all questions throughout the change

No matter how small your progres is it should be celebrated. This helps reset your mind to focus on the positive wins and drive you closer to your goals. Visualize your wins and they will come to fruition. One of the best books I recently read that capitalized on this concept known as the Confident Mind by Dr. Nate Zinsser.

Incentivising people throughout the change journey will keep the group motivated and also also provide a sense purpose to the users

Change is a continuous journey and we should be always ready to make tweaks as and when required based on the feedback received via various channels such as change ambassadors, surveys, focussed group discussions, etc

No program will end the same way it started the success metric is all about being able to pivot the plan and successfully deliver to the goal maintaining a fully functioning cohesive team that feel part of the change and are able to contribute fully.

El miedo se supera en equipo, dando apoyos y razonamiento , normalmente el miedo es una emoción a lo desconocido, si mostramos al equipo a que es a lo que nos enfrentamos, y las armas que se disponen para vencer los obstáculos, así como la estrategia para llegar al objetivo el miedo se puede vencer.

To help team members overcome concerns about change due to fear, actively listen to their fears and show empathy towards their concerns. Provide a clear and detailed roadmap of the change process to reduce uncertainty and highlight success stories by involving change champions who can share positive experiences. Explain how the change benefits each team member personally to make it more relatable, and create a safe environment where team members can ask questions and express doubts without judgment. These strategies can help alleviate fear and foster a more supportive and accepting attitude towards change.