Seu gerente é resistente a mudanças no local de trabalho. Como você pode orientá-los a abraçar novas ideias?

Try being genuinely curious to understand their fears, worries and concerns. Some guiding questions might be: 1. What’s the worst that can happen? 2. What could we do in that scenario? 3. Is there anything we could do in advance to prevent it? If there is still resistance, I would follow up with these additional questions: 4. What’s the cost of not changing? 5. What opportunities or possibilities are we missing out here if we keep things the way they are?

Recognize that resistance to change often stems from fear of the unknown or potential failure. Understanding these fears allows you to address concerns more effectively.

To persuade a resistant manager to embrace new ideas, understand their concerns and present the benefits with clear, data-backed evidence. Highlight how changes align with company goals and solve existing issues. Use case studies or pilot programs to demonstrate positive outcomes. Encourage open communication, involve them in the process, and address their fears directly. Building trust and showing respect for their experience can help ease resistance and open them up to new ideas.

I am a huge fan of recommending a pilot program in situations like these. I present a plan for rollout, a timeline, and feedback loop to determine if we want to extend. Then, if applicable, I back up my idea with metrics and/or the names of our competitors or clients who have similar successful programs. This all shows my manager that we have nothing to lose by doing the pilot, and can only gain.

La conduite du changement est récurrente dans toute institution et à tout niveau de la hiérarchie. L'important est de ne pas se braquer, comprendre et avancer lentement vers son objectif, dans l'échange. Mon manager a déjà résisté au changement pour la mise en place d'une nouvelle pratique ; - Je lui ai d'abord dit de me faire confiance (pour travailler dessus et lui exposer en détail en suivant) - Je me suis ensuite rapprochée d'un pair dont il a aussi sa confiance pour avancer sur le projet avec lui - Nous lui avons ensuite exposé le fruit de notre travail - Il a accepté de faire un essai pour le mettre en pratique ; nous l'avons concrétisé. = Au regard de sa réussite, il a souhaité l'étendre à l'ensemble de nos filières de formation.

Establish a trusting relationship with your manager by demonstrating reliability and competence. Trust is crucial for open dialogue and acceptance of new ideas.

The easiest way to get people to buy into your vision is through building strong relationships. Sharing new ideas with your manager can sometimes feel threatening to them. It takes a level of trust to reach a point where your manager feels comfortable accepting your ideas. Start by building a positive rapport, showing support, and demonstrating open communication. When trust is established, your vision is seen as a collaborative effort, not a challenge.

Building trust with your manager is a step-by-step process. Demonstrate reliability by consistently delivering on tasks and showing you have the company's best interests in mind. Share success stories of change within your organization or industry to illustrate the benefits. By fostering a relationship based on mutual respect and understanding, you create a safe space for your manager to consider new ideas without feeling threatened or undermined.

Vertrauen zum Vorgesetzten ist eine Komponente, um Ängste im Change abzubauen. Vertrauen in die eigene Änderungskompetenz ist viel grundsätzlicher und sollte daher aktiv gefördert werden. Dabei hilft es bisherigen Wandel im Lichte der Beiträge des Mitarbeiters zu beleuchten, um dessen erfolgreiche Change-Historie zu beleuchten. Es finden sich immer kleinere und größere erfolgreiche Change-Aktivitäten, die ins Bewusstsein geführt werden können und aus denen Beispiele abgeleitet werden können.

Instaurer la confiance est primordial pour favoriser la conduite du changement. Le manager a plus ou moins confiance, de part sa personnalité et son expérience. L'écoute, le respect, la communication sont des leviers impondérables pour instaurer la confiance.

Clearly articulate the benefits of the proposed changes, addressing both the big picture and the specific impacts on your manager's role and responsibilities.

Clear communication is essential to persuade your manager to consider new ideas. Articulate your suggestions in a way that aligns with the organization’s goals and your manager’s values. Avoid jargon and present your ideas succinctly and thoughtfully. Encourage open dialogue by asking for feedback and being receptive to your manager’s perspective. This not only shows respect for their position but also fosters collaborative problem-solving.

La communication est dans toute situation le levier primordial pour une relation de qualité et convaincre son manager de nous suivre. Mes conseils : 1. réaliser de l'écoute active de son manager ; analyser sa personnalité, ses pratiques : le comprendre 2. instaurer des points réguliers avec lui (verbaux mais aussi écrits) : le tenir informé de son avancée dans la transparence ; lui montrer votre respect 3. lui montrer le souhait d'avancer ensemble : la communication claire renforce l'esprit d'équipe, qu'il peut vous faire confiance et le conduire au changement.

Instead of just presenting problems, propose practical solutions. Show how the changes can solve existing issues or improve processes.

When proposing changes, come prepared with practical solutions and an action plan. This shows you are proactive in seeking improvements, not just identifying problems. Explain how changes can be implemented gradually to minimize disruption and maximize potential benefits. Offer to lead pilot projects or small-scale initiatives to demonstrate the effectiveness of your ideas tangibly.

Si l'on souhaite conduire son manager au changement, proposer plusieurs solutions est important. Pourquoi ? - cela permet de voir toutes les possibilités et les conséquences de ce changement : gagner confiance en son projet et savoir le défendre - le manager sent qu'il a toujours la liberté dans la décision finale - cela montre qu'on ne lui impose pas mais qu'on a bien travaillé le projet sous tous les angles (à l'aide d'un SWOT par exemple)

Offer ongoing support and resources to help your manager adapt to the changes. This could include training, tools, or access to experts.

Change can be less intimidating with support structures in place. Offer to assist your manager during the transition by providing resources, training, or guidance. Suggest starting with small changes to build confidence and a sense of accomplishment. Encourage a growth mindset within the team by highlighting the personal and professional development opportunities that come with embracing new challenges.

Acknowledge and celebrate small victories and milestones achieved through the change process. This helps build confidence and reinforces the positive aspects of the change.