You're facing resistance to change in a new role. How can you navigate through it effectively?

Primero de todo es básico entender q la reticencia al cambio es normal. Los que verdaderamente hemos guiado a grupos a ese cambio sabemos que ese rugido de leones que aparecen cuando se plantea un cambio no tiene nada que ver no con el promotor del cambio, ni con el nuevo estado, ni con que la gente sea idiota. Se debe manejar esos leones y hacerles entender que en el nuevo estado estarían mejor o sufrirán menos… Como? Contanto alguna historia benchmarking … Los integrantes de ese equipo deben d ver el beneficio personal nuevo Para ello debemos conocer sus necesidades emocionales y saber dibujar ese nuevo estado. Una vez cerca del borde (en punto justo antes del cambio) marcar el hito. Y siempre siempre honrando el pasado

You're facing resistance to change in a new role. How can you navigate through it effectively? First, address the resistance directly by understanding its root causes. Determine what can realistically be done to optimize the outcome within the given framework and limitations. It might not be the most comfortable approach, but in the long term, it always pays off compared to ignoring the issue and pushing forward blindly.

Take the time to understand the history and context of the organisation, team and issue. Often, there will have been an event or series of events that contribute to resistance, which you won’t necessarily have a line of sight to as a new party, but will make perfect sense when considered from the perspective of the people whose views have been shaped by it.

Para poder empatizar realmente con tu equipo debes conocer y comprender la situación de la que vienen para, desde esa comprensión, abordar el cambio y acompañarles en la transformación de la organización.

Effectively navigating resistance to change in a new role begins with understanding and empathy. As you embark on this journey, actively listen to your team members' concerns and perspectives, recognizing that resistance often springs from uncertainty or previous setbacks. Assess the organizational culture and history of change to tailor your approach effectively and address specific concerns with clarity and transparency. Engage key stakeholders early on, inviting their insights to foster ownership and collaboration in shaping the path forward. Provide steadfast guidance, support, and resources to facilitate adaptation, celebrating milestones to inspire momentum and highlight collective achievements.

La confianza se construye en los equipos a partir de una comunicación clara y directa, ser honesto en cuanto a los cambios que se avecinan es fundamental, las personas quieren estar entereradas de primera mano y nada peor que cuando la información empieza a fluir de manera informal y a medias, generandose un entorno de desconfianza e incertidumbre...

Be the Lighthouse, Not the Wave. Clear, consistent communication is key. Articulate the vision, the "why" behind the change, and the steps to get there. Use simple language everyone understands, and be available to answer questions. Remember, transparency builds trust.

It is important to understand that managing resistance is an ongoing activity throughout the project, not just in one stage. According to Prosci, diagnosing gaps and managing resistance takes place in three steps: 1. Determine the root cause of resistance, and use the Prosci ADKAR Model to determine if the root cause of the performance gap is awareness, desire, knowledge, ability or reinforcement. 2. Develop plans to address these root causes and determine the appropriate steps to take to address the root cause of the performance gap 3. Prepare sponsors and coaches to manage resistance by preparing managers and supervisors with the background information and tools they will need to manage resistance and implement corrective action.