You’ve noticed a problem, spent the last four days meeting with finance, strategizing, and building an action plan. You’re energized about what your team will achieve, your boss and peers are on board, and it’s time to meet with your team to roll out the new process. You share the details, all the benefits, and next steps. But it feels like your team resists change.
Your enthusiasm is met with quiet reluctance. Then your team brings up three different operational challenges and two reasons your customers won’t like it. Why can’t they understand the benefit and just move forward?
4 Things to Do When Your Team Resists Change
The resistance to change frustrates many leaders, but it doesn’t have to. In fact, the resistance you feel often means there’s an opportunity to create buy-in and ownership that will help you build a courageous culture (download your free courageous cultures white paper here). Here’s how to do it:
1) Avoid Labels
It’s easy to label people who raise objections. But they’re not necessarily lazy, stuck, negative, or even “resistant” (despite the title of this article).
Rather, they’re normal and human. Resisting change actually makes a lot of sense. After all, if what you did yesterday worked–it got you through the day, alive, fed, and healthy—why spend energy to do something differently? That’s a waste of time—unless there’s a good reason.
2) Start with the Problem
If you’re like most leaders, when you see a problem, you move to solutions as quickly as you can. Then you go to your team with a solution. It’s natural, but when you do this, you deprive your team of the understanding and connection that helped you arrive at the answer you’ve brought them.
Without that same connection, of course they won’t feel the same way you do. One way to solve this challenge is to start the conversation with your team by identifying the problem.
Eg: “I was looking at the numbers and we’re seeing a steady decline in re-enrollment.”
Then pause, let the issue sink in. If you have a team of introverts, give them time to think about the issue.
3) Ask for Their Thoughts
Once you’ve shared the problem and given them a moment to reflect. Ask for their thoughts. This helps anchor the problem in their thinking. They explore the consequences and how it interacts with other issues.
Change always starts with desire or dissatisfaction. By introducing the problem and letting it sink in, you’re creating the same emotional connection that helped you move to action.
When your why is bigger than your won’t, you will.
4) Ask for Their Solutions
As the team discusses the issue, they are likely to start asking about solutions.
When someone says, “What do you think we should do?” Resist the urge to answer. Instead, continue to ask for their ideas. They may come up with ideas you haven’t considered—or they may arrive at the same solution you’ve thought through.
But now there’s a crucial difference: they own it.
And if they can’t come up with any reasonable solutions, your ideas now have a hungry audience.
At this point you can move into decision-making mode: establish what a successful solution will achieve, determine who will make the decision, discuss, decide, and act.
Final Thoughts
It may feel like this process takes extra time—and it does. It’s 15 or 30 minutes of time that prevents days, weeks, and even months of procrastination and foot-dragging. The team owns the problem and the solution. They’ve connected to the why and are ready for action.
This small investment of time overcomes some common reasons people resist change. A few notes:
1) If you suspect an individual is resisting because they will lose something (status, money, comfort) you will need to address that separately. Maybe there is a bigger “why” available that makes the trade-off worth it. Or, it may be an unavoidable consequence of a changing world. Don’t overlook these personal losses – they are real and if left unaddressed, make you look inhuman.
2) Sometimes you need to move quickly. The more you connect with your team and connect them to the why behind the change, the more buy-in you’ll have for the times you need to say “trust me and we’ll discuss it later.”