Your team is resistant to change. How can you convince them of the value of innovation?

Innovation is crucial to the success of any organization, but it doesn't always require multiple brainstorming sessions or sleepless nights. Some self-motivated individuals naturally go the extra mile and expect rewards in return. As a leader, it’s important to focus on these individuals because they understand the value of innovation. Their influence can also make it easier to inspire others to embrace change

"Resistência à Mudança e Medo do Desconhecido? Descubra Como Aliviar Medos e Fomentar Adaptação!" Confira agora! Refletindo sobre o artigo, entendo que o medo do desconhecido pode paralisar a equipe. Para combater isso, comunico-me abertamente sobre as mudanças e ofereço treinamento para aumentar a confiança. O impacto? A equipe vê a inovação como uma oportunidade, não uma ameaça. Cuidado: evite subestimar os medos da equipe. Quer uma dica valiosa? Crie "Sessões de Suporte Continuado" para garantir que todos se sintam preparados e seguros durante a transição! Achou bacana? Dê um like e compartilhe a vibe positiva!

Communication is key. Make sure to have continuously 1 on 1 meetings, so concerns can be outed without fear, and a constructive dialogue can be formed. It's a huge time effort, yet sometimes the ones with the biggest fear, eventually become the biggest supporter.

Inovação é a chave para se manter competitivo em um mundo em constante mudança. Para uma equipe resistente a mudanças, é importante entender que a inovação não significa abandonar o que funciona, mas sim aprimorar e adaptar processos para torná-los mais eficientes e eficazes. Encorajar a criatividade e a experimentação pode levar a soluções inesperadas que impulsionam o sucesso. Demonstrar casos de sucesso, onde a inovação levou a melhorias tangíveis, pode ajudar a mostrar o valor real. A inovação não é apenas uma vantagem competitiva, mas uma necessidade para garantir a sustentabilidade e o crescimento contínuo.

1. You set an example by taking little innovative ideas 2. Back them in case they fail while implementing ideas 3. Listen to everyone

1. De acordo com a PwC, 81% dos líderes empresariais acreditam que a inovação é um fator chave para o sucesso, destacando sua importância na melhoria da eficiência e produtividade. 2. Um estudo da Boston Consulting Group mostrou que empresas inovadoras têm um crescimento de receita 12% maior do que suas concorrentes não inovadoras. 3. A pesquisa do MIT Sloan Management Review descobriu que 71% dos colaboradores em empresas que promovem a inovação relatam maior satisfação no trabalho.

As I mentioned in the first step, I will explain the advantages and benefits that we will get by changing and using innovation and creativity with the example of local companies that I know and I assure them that in terms of job satisfaction, service compensation and even reward based on The performance belongs to them as the team leader and this change will be a positive work experience for all of us, so resisting and being afraid of unknown issues and lack of risk affects us in all aspects of life and makes us not move forward. .

Showcase real-world examples where innovation has boosted efficiency, productivity, or job satisfaction. Tailor these examples to your team's specific roles and challenges, making the benefits feel relevant and attainable. When they see concrete evidence of positive outcomes, they'll be more inclined to embrace change.

O ambiente de trabalho pode muitas vezes parecer pesado com tantas tarefas e demandas para cumprir. Por isso uma forma de aliviar a tensão é proporcionar momentos de descontração entre a equipe como happy hours seja presencial ou online. Dessa forma os colaboradores podem interagir entre si e se sentir mais valorizados.

Use data and case studies to demonstrate how innovation has benefited other teams or organizations. Highlight improvements in efficiency, productivity, and market competitiveness. Show how the proposed changes align with the team's goals and the broader organizational objectives. For example, explain how a new technology can streamline workflows, reduce repetitive tasks, and allow them to focus on more strategic work.

An ownership mindset comes from promoting team equality. When team members feel they're essential and have an equal role in creating the company's successes, they want to put forth the effort to realise those successes.

During the change process, it is very important to allot responsibilities and make each individual accountable for certain tasks. Giving team members the freedom to innovate their implementation methods will empower them and motivate them to contribute more. Failures may happen, but they should be addressed not by punishing, but by course correction and providing additional attempts. Team members should also instill a similar sense of ownership in their subordinates to strengthen the entire team.

Accepting and adapting to change is more of a behavioural/psychological factor and best way to make employees adapt to any change is by creating ownership and illustrating the long term benefits of the same. We all tend to find an answer to “what’s in it for me?” And once this question is addressed and explained, adapting to change becomes much easier. Also with any change comes the fear of unforeseen. Creating ownership makes an employee a part of that change and he/she tends to get a sense of opportunity instead of fear. Deep in our subconscious everyone understands change is the only constant in life.

To create ownership, help your team connect the innovation with their personal vision. There's improved commitment when people recognise they have a role to play, and their role not only contributes to the overall success of the innovation, but also to their personal feelings of satisfaction and fulfilment on their individual journey. Helping them connect with the value of the innovation on a personal level, makes for better cooperation.

Empower your team by involving them in the innovation process. Encourage idea-sharing and feedback, making them active participants rather than passive recipients. This sense of ownership not only boosts commitment but also leverages their collective expertise to enhance the initiative. Transform resistance into a driving force for change by creating a team of engaged change-makers.

You don’t need to organize the magnificent event to celebrate the win. As a team member, just a small appreciation is enough by saying “You did it great!”. This small appreciation words can change your team attitude which will impact to your change very effectively.

1. De acordo com a McKinsey & Company, reconhecer e comemorar pequenas vitórias pode aumentar as taxas de sucesso das iniciativas de mudança em até 79%. 2. A pesquisa da Gallup revela que equipes que recebem reconhecimento frequente têm uma produtividade 14% maior e um engajamento 12% superior. 3. Um estudo da Harvard Business Review mostrou que celebrar marcos alcançados melhora a moral da equipe e reduz a resistência à mudança em 33%.

Behavior recognized and rewarded , gets repeated. Recognize and reward steps that lead to innovation. Handle objections (resistance) with care and patience. Help the team see that benefits of innovation outweigh all negatives put together.

Your team is not adapting to change or innovation not because they don’t want to, but because they don’t have a reason to believe in the new theory. Give your team a story that nullifies presumptions. This new story must be promising enough, exciting to the core to get them on hero’s journey. It’s wise not to justify the innovation ideas merely with data. That brings in more stubbornness amongst your team members. The collective intelligence needs to be poked to accept the challenge. A good connected narrative, not just data, can become the pathfinder.

1. Segundo a McKinsey & Company, check-ins regulares durante processos de inovação aumentam em 30% a eficácia das mudanças, pois permitem a resolução imediata de problemas. 2. A Gallup encontrou que 85% dos funcionários que participam de diálogos contínuos com seus líderes relatam sentir-se mais valorizados e engajados no trabalho.

Maintaining dialogue leaves people calmer, as they will know that they will have a voice and support to go through the moment of change with a little peace of mind. In addition to being able to suggest possible improvements and maintain team productivity and performance.

Também é preciso manter a comunicação com os colaboradores para que as tarefas estejam alinhadas com as expectativas da organização. Além disso, a comunicação também servirá para orientar os funcionários na direção certa para que tenham um bom desempenho e assim se sintam mais confiantes.

Der direkte Dialog ist essenziell aus meiner Sicht. Wenn ich die Verbindung zu den Team Mitgliedern verliere, hab ich keine Möglichkeit mehr zu steuern oder Einfluss zu nehmen. Damit überlasse ich es dem Zufall wie mit Veränderung umgegangen wird dabei sein -dran sein- sprechen!

(i)Maintain open communication channels: Encourage regular feedback and discussions about the change process. (ii)Be transparent about progress: Keep team members informed about the progress of the change and any challenges that arise. (iii)Address concerns and questions promptly: Respond to team members' concerns and questions in a timely and respectful manner.

Acho que esta é uma importante atitude e deve ser exercida com maestria através de exemplos e atitudes. Não adiantar pedir, ou pior exigir, que a equipe aceite a inovação se você mesmo é contra ou resistente. Procure se envolver nas iniciativas da inovação, seja participativo e dê notícias do que está acontecendo para a equipe nas reuniões periódicas. A medida que o time percebe que você está envolvido e confia que você irá apoiá-los nesta tarefa, o envolvimento virá de forma positiva e saudável.

Authentizität ist für mich das Schlagwort, was einen guten Führung Stil definiert. Ich muss Bezug zum Team haben. Ich muss offen zum Team sein. Ich muss dem Team in einer Zeit der Veränderung eingestehen Fehler Machen zu dürfen, und das tue ich am besten in dem ich auch von eigenen Erfahrungen gemachten Fehlern berichten kann.

I've learned that we don’t often have any control over decisions made for the organization as a whole. However, it’s our job to lead through it. I’ve also found that a team's hesitancy to embrace change stems from fear—of the unknown, failure, increased workload, insufficient support… It all boils down to fear. Leading by example dismantles this fear and reassures the team that change can be managed successfully. It builds credibility, trust, and fosters a culture open to continuous improvement by celebrating wins and discussing mistakes as learning opportunities. The team will feel more confident and more willingly align with the vision knowing their leader sets clear expectations and can provide support based on experience.

Let’s start with a bit of honesty, very few people like change. Be it through fear or simply liking what they know. Positioning is key, identifying the early adopters, the neutrals and the saboteurs. You then have your three buckets and your job is to sell it appropriately to each group. Visuals work best, be it mobile phones. From the very first to the latest. Or computers from the early days to now, or cars (Bugatti is my go to). What is the WIIFM for each group? The benefits, F.A.B works great here, get them to workshop it in groups and present back (always get some added ompph here! The kicker is, if you don’t believe in it, chances are they won’t either. Happy selling people!

Convincing a resistant team of the value of innovation requires a strategic and empathetic approach. Here's a plan that might work: 1. Clearly articulate the benefits and long-term vision of the innovation. Explain how it aligns with the team's goals and the company's mission. 2. Engage team members in the innovation process. Solicit their input and feedback, making them feel a sense of ownership. 3. Offer training and resources to help the team adapt to the new changes comfortably. 4. Provide reassurance and support to alleviate any anxieties related to change. By fostering a culture of trust, collaboration, and continuous learning, you can gradually shift the team's mindset toward embracing innovation.

Also, knowledge. Include space for (continuos) learning, doubts and feedback. Don't assume people already know / know it all. If so, refresh concepts. If not, give time to change. Celebrate every step. Stay focused on the goal, enjoy the process.

Once, I was trying to convince the team to innovate, facing all the usual challenges. What made a difference was explaining to the team what innovation is, the types of innovation, and how everyone can contribute to it every single day. In other words, innovation became closer to them and part of their routine, not just something for specific days (like hackathons) or the responsibility of a single department. Changing the team’s mindset was a game-changer. It led people to invest more in initiatives that drive innovation.