You're facing resistance from a team member on a new process. How can you help them see its benefits?
When a new process meets resistance, it's crucial to address concerns and highlight advantages. To navigate this challenge:
- Engage in active listening. Understand the specific issues the team member has with the new process.
- Provide clear examples of the process's success in similar scenarios, illustrating its effectiveness.
- Involve them in implementation, giving a sense of ownership that may reduce resistance.
How have you helped a colleague embrace new methods? Share your strategies.
You're facing resistance from a team member on a new process. How can you help them see its benefits?
When a new process meets resistance, it's crucial to address concerns and highlight advantages. To navigate this challenge:
- Engage in active listening. Understand the specific issues the team member has with the new process.
- Provide clear examples of the process's success in similar scenarios, illustrating its effectiveness.
- Involve them in implementation, giving a sense of ownership that may reduce resistance.
How have you helped a colleague embrace new methods? Share your strategies.
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1. Listen to Concerns: Hear their specific objections about the new process and acknowledge their point of view. 2. Show Results: Share real-life examples where the process improved efficiency or boosted sales to demonstrate its value. 3. Offer Training: Provide support or training to help them feel confident with the change. 4. Highlight Benefits: Emphasize how the process can make their work easier or lead to better outcomes for the team.
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It’s always helpful to guide someone through trying the new process so they can see it and then provide comments about what about they like and they don’t like. Focus on the positives and ask their ideas on solutions to those parts they find less effective
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Listen to the concerns, understand them, provide support and trainning where required, show empathy and be open minded to the possibility that they might be right!
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So creating and deploying a new process is never straight forward and easy. If it was no one would ever object. Almost always objections can stem from some common causes that should be addressed individually: 1) Does the employee have enough time to devote to learning the new process in the midst of all the activities that are expected of them today? Are deadlines and workload being adjusted to accommodate the learning time? 2). Does the new process address all the possible use cases of the old process. Recently implementing a new procurement process it was found that the system was built to accommodate only 60% of uses cases. resulting in more and not less time. So be sure to review this prior to implementing.
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Be brutally honest, straightforward, and simple in explaining the concept. Prepare a step-by-step guide and demonstrate how others benefited and how can you replicate those benefits. Provide a lot of examples, let them ask you questions, answer all of them, write them down, and add it as FAQs in the guide.
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