¿Cómo superar la resistencia y fomentar la aceptación de las iniciativas de cambio?

We see how the change affects us, but we must consider how it affects others. People having the psychological safety to speak up and voice their thoughts is imperative for successful change management. They will see risks at their level that you likely haven't thought of. When people genuinely feel like they're a part of the process they're much more likely to support the effort.

When undergoing change, it's important to meet individually with each stakeholder involved (and impacted) to get their perspective before making a decision that affects them (either positively or negatively). By doing this, you are showing their respect and you've made them part of the change process so they are more likely to comply and support the end result.

We have a fascinating real-life case study on change management playing out in front of us right now. This time, the people having difficulty adjusting to change are not rank-and-file employees but rather, senior execs and CEOs. The change they're having trouble with, of course, is the movement toward large-scale work from home. They do not have a business case for forcing employees back to the office. They would require a business case for any non-trivial purchase or change of policy or plan. This is a matter of resisting the future. We must ask, why are senior leaders afraid to transition into the inevitable state where people get their work done from anywhere? This is a change management project for the ages!

“Be a part of change” is a slogan we hear often in campaigns but how can this be practiced in the workplace? The idea for change starts in the mind of the visionary leader and their first instinct is to execute on their ideas. This can create a sense of anxiety and distrust to those they serve. A more effective strategy is to introduce the “ideas” to your team in smaller focus groups and respectfully allow everyone to brain dump, ask questions, air concerns etc. When done effectively, leaders gain a better perspective and can incorporate those perspectives in their final plan. As a result, employees feel seen, heard, and respected.

In my experience communicating why the change is happening is critical for buy-in from all parties involved. Even if it's not what people want to hear, we can give background and context to the decisions that impact their lives. Now they know the intent and can work towards that goal together to meet the desired results.

Be transparent and honest in your communication, clearly explaining the reasons for the change and the potential impact on your team and the organization. Consistently provide updates and progress reports, keeping your team informed about any changes to the plan or timeline. And, most of all, encourage open and two-way communication, actively listening to feedback and addressing any concerns or questions in a timely manner.

It is easier to get employees to buy into changes in their organizations when we acknowledge and address the fact that changes at work often reduce an employee's job security. The US is the only industrialized nation that does not use employment contracts for non-executives, and this is highly relevant to any change management discussion. If a reorganization might mean the elimination of my job, naturally I won't be excited about it. No change management process, course or protocol can change that. We have to address the underlying issue that employees who lack basic worker protections their coworkers in other countries take for granted cannot be expected to embrace organizational changes that may put them at risk.

Offer support and training to help your team adapt to the change, and recognize and reward their efforts and successes along the way. I find that taking the time to actually train people on how to adapt to change is a great way to show empathy and support for them. People appreciate when you take time to not just tell them about what's going to happen, but coach them on how they can prepare for it.

You have more influence when your teammates trust you. You gain their trust by earning it - by doing what you say you're going to do. In this new millennium, we have to get better at leading through trust. We have to talk about what it means to give up the old, fear-based management model and how to do that in the moment, especially when we are stressed and fearful ourselves. This is the most important leadership conversation to have right now and going into the future. Is there too much fear and too little trust in our workplace?

I’ve found it very helpful to be clear and up front about both the value of stakeholder’s input and how it will be used to shape the work. Be clear on boundaries! Don’t set up expectations that all stakeholders will ultimately be decision-makers. Ambiguity in role can cause so many issues in successfully landing a big change. I’ve found people tend to appreciate clear boundaries on involvement and role stated up front, and will let you know if they disagree so you can decide how to adjust if necessary.

By being proactive, flexible, and clear in your communication, you can navigate changing circumstances with agility and resilience. Keep a close eye on trends and changes in your industry or market, and anticipate potential disruptions or challenges. Be willing to adjust your plans and strategies as needed to respond to changing circumstances, and be open to new ideas and approaches. And, keep your team and stakeholders informed about changes and updates.