What do you do if your team is resistant to change and collaboration?

Wrong. People don’t resist change. They resist change they are not in control of. So if you want a different outcome, at any level of the organisation, make sure they understand the Purpose, the Outcome and measures of success and the parameters within which they can operate. Then let them define what needs to change.

My experience with leading change is at an individual human level the want/ need to change has to have a defined “what’s in it for me” The absence of that initiates threat perception leading fight or flight response which results in overt resistance or covert resistance respectively. Address it by active listening and communicating helps. On collaboration an environment of trust is a bedrock condition. Dealing headlong with honest & direct communication with grapevine gossips, organisational politics, creating structured realignment of people roles can help.( after all alignment drives behaviour) Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up!

Based upon my experience as a coach, a place to start is to reflect on your relationship with the team and the people on it. When I hear there is a lack of collaboration in particular, it often suggests a lack of trust and feeling of connection to the team and/or the team's purpose. Trust is a key foundation to relationships, and strong, high-quality relationships are fundamental to effective leadership. Focus on building relationships with your team members and collaborating to create shared purpose and direction. Further encourage collaboration and build trust by giving them a voice and some agency in the change process, since "whether or not to change" usually isn't negotiable. Trust in leadership often makes supporting change easier.

The first step to change is understanding why. People get comfortable in their roles and are resistant to change because they lack awareness about the reasons for change and that it may negatively impact their role: Fear of the Unknown. Sometimes people resist change because they might not trust (or lack confidence) in their leaders' capabilities to make decisions or lead change if they are not part of the working processes. Some might resist change because they were excluded from change-related decisions and fear it will create surprises or extra work which might outweigh the benefits of change. However, Change is required periodically because technology changes, processes change, business models change; change is inevitable.

Change is equivalent to getting into an uncomfortable zone hence refrained by many people, yet I feel if we convey the objectives behind any change & the benefits out of it then team members can dwell into it gradually. We also need to consider the reasons behind the team's resistance & help them out by clearing their misconception. When managers accepts & embrace the changes along with the team members then it will give them a sense of togetherness & involvement.

When coaching teams it often comes up that they have becoming so "busy" with their day to day tasks that they have lost sight of their vision and mission of the organization. When change is coming, stop and pause so that you can make time to understand everyone's perception of what is occurring as we all have a different relationship with change. Then pull out your vision and mission so that the team can align with what we are attempting to achieve together focusing on the results. All too often, we don't take the time to realign what we are attempting to achieve together when change takes place. Understand each team members relationship with change and support each other by aligning with what you want to achieve as a team.

Share the strategic vision - what the change means to the organization as a whole, then dial it down to the team and to individual level. Discuss what's in it for them. Discuss what challenges might be ahead and how you will overcome them as a team and how you will support.

Provide context and clarity: Help your team understand the rationale behind the proposed changes and the importance of collaboration in achieving shared goals. Offer transparent communication about the reasons for change and how collaboration contributes to success. Actionable practice: Host a workshop or presentation explaining the strategic vision of the organization and how each team member's role contributes to the bigger picture.

Not only the short-term benefits. The team must be educated about the long-term benefits from both personal and Organizational perspectives.

Aus meiner Sicht ist Transparenz der Schlüssel zum Erfolg. Wenn das Team das Gefühl hat, dass Sie etwas verheimlichen oder andere Ziele verfolgen, folgt Ihnen niemand. Vertrauen muss vorher schon da sein, und das muss gestärkt werden.

Be visible and as available as possible to the team. Keep your own grumbling and "wtf"s to yourself, but empathize with the team's concerns. Try to reframe the conversations and be positive and optimistic, as negativity can bring the whole team down and slow/stop progress toward the goal.

Lead by example: Demonstrate your commitment to change and collaboration through your actions and behaviors. Be visible, approachable, and receptive to feedback. Model the values of teamwork, adaptability, and openness to new ideas. Actionable practice: Initiate cross-functional projects or initiatives that require collaboration and actively participate in collaborative efforts alongside your team.

Para que se de un cambio se necesita "querer, saber y poder" para que no se dé un cambio, basta con una de las 3 Cuando no se puede, se brinda apoyo ayudando a identificar y superar los obstáculos Cuando no sabe, se brinda apoyo compartiendo los conocimientos o ayudando a conseguirlos Cuando no se quiere, se brinda apoyo trabajando con la Actitud de la persona (No con motivadores ya que eso solo generará dependencia)

As a leader you play an active part admidst the transition. This way you can easily find out where and what support really is needed. Don't waste your employees' time with standard-trainings they do not need. As a leader you are a "primus inter pares" in your team and your job is, that your team gets the right things they need to do the job and provide a psychologically safe environment with a respecful speak-up culture.

A critical part of introducing change and reducing resistance in my experience, is for leaders and managers to be open, honest and available. Sharing that they understand the change may be causing concerns and speak about it. Sharing a new vision and then hoping that everyone will fall in line is naive. Then making sure that each member of the team has access to support. A place where they can express any concerns and nip them early. An external coach can support this process.

Hacerlos sentir que forman parte de algo más grande, estimula a los colaboradores a caminar un kilómetro más. Hacerles notar que solo haciendo cosas diferentes a las habituales los llevara a resultados diferentes, es motivador. Pero, si además, delegas de manera cierta, es decir permitiéndoles tomar decisiones en proyectos pequeños inicialmente, incentivando incluso el error, los llena de mucha confianza y pierden el miedo a caminar contigo ese kilometro adicional. OJO caminar contigo, no enviarlos a ellos.

Creating ownership within a team is pivotal for fostering a culture of accountability and engagement. When individuals feel their input and efforts directly impact the success of a project, their commitment to excellence and innovation heightens. This approach not only democratizes the decision-making process but also harnesses diverse perspectives, leading to more holistic and robust solutions. Moreover, it nurtures a sense of belonging and significance among team members, which can significantly boost morale and productivity. Encouraging ownership should be a deliberate strategy, where leaders actively seek and value everyone's contributions, thereby cultivating a more dynamic and cohesive team environment.

I think, once you have a team you already have ownership for the tasks within the team as your team members know what to do and what they are responsible for. But what about the ownership for communication and dialogue within the team? Do not just give them ownership for the specific task, commit everyone of them to communicate within the team, especially where processes intersect.

Creating ownership in a professional or personal situation is critical. It shows that as a leader , you have gone through the task of identifying the individual strengths on a team. Also, you have gathered information to how individuals work as a team. By creating ownership where everyone has a part to accomplish you create an opportunity where the individuals can shine , and as a team flourish. Creating ownership also fosters accountability where the individual recognizes that the success of their part of the project is their responsibility.

Provide support and resources: Equip your team with the necessary tools, resources, and training to navigate change effectively and collaborate efficiently. Offer coaching, mentorship, or training programs to develop skills related to change management, communication, conflict resolution, and teamwork. Actionable practice: Organize skill-building workshops or team-building activities focused on fostering collaboration and adaptability.

Some of the strategies that I have employed previously - clearly communicate the vision and the reasons/ benefits behind the change. Help your team understand the importance of collaboration in achieving common goals. Always lead by example and demonstrate the behaviour that you want to see in the team. Create a safe environment where team members feel safe to voice their concerns and feel heard and valued. Provide training to help team members develop the skills they need to adapt to change. Recognise and celebrate successes that result from collaboration and successful implementation of change. This can help build momentum and motivation.

Be open to different opinions and ideas from the team. Encourage this. There is more than one way to achieve a goal and something that might be more efficient or value added gives the team ownership and satisfaction.

I often remind leaders and manages that team members have great ideas. It is a trap to think that the leaders have all the answers. Giving all team members a space to share their ideas and discuss challenges and options, allows them to feel considered, valued and the result is engagement and collaboration. It is important to allow people to 'have a go' at their idea and for them to know that they are supported, whether it works or not. This breeds healthy collaboration and then more ideas will flow.

Crie um ambiente de colaboração, remodele processos e organize as atividades para que haja interdependência e gere colaboração entre os membros da equipe! Para que todos vejam a participação que possuem naquela entrega e como é importante a presença do outro para a equipe! Isso vai gerar integração e com à existência de maturidade, resultará em mais respeito e comunicação entre a equipe!

Celebrate successes and milestones: Acknowledge and celebrate progress, achievements, and instances of successful collaboration. Recognize individual and team contributions, no matter how small, to reinforce positive behaviors and motivate continued engagement. Actionable practice: Implement a recognition program or hold regular team celebrations to honor collaborative efforts and achievements toward change initiatives.

El líder del equipo es un mentor. Si no lo vemos así, estamos dejando algo al azar. En consecuencia, debemos tener siempre presente que los miembros del equipo siempre copian lo que hace su líder y mentor y cuando las cosas salen bien todos felices, pero, cuando no es así, puede ser consecuencia de los actos del líder. Aprenden más de nuestros actos que de nuestras palabras. Ser y parecer!!

Walk the talk and be authentic and open is key. People feel the difference consciously or unconsciously - if you just talk and it does not reflect your mindset or if you walk the talk and are a role-model. It is the same as parenting.

Aunque no es posible forzar a nadie a notar acerca de lo que queremos compartir, si es nuestro deber como coach, mentor, líder de equipo, intentar descifrar que hay detrás de la resistencia. Ayudarle a identificar su propósito personal del momento puede ser muy ganador y además hacerle ver la importancia de su aporte al logro del propósito colectivo. Y finalmente, si no encaja, no encaja, ¨Al rezagado, tómalo de la mano y motivalo a avanzar, pero, si se resiste, mejor suéltale la mano y sigue con los demás¨

I would invite you to consider this in two parts - Change - Change is hard and uncomfortable, and our pace of change is exhausting. Acknowledge that and then present the question to your team - What's the cost of not changing? What opportunities can we miss out on? How many different ways we can lag and become irrelevant Collaboration - Trust, interdependencies, and rapport are the foundations of effective collaboration. Before we talk about collaboration, it is important to understand the level of trust within the team and whether interdependencies can be used. Here is the question I would ask - "What results can we expect if we pursue this alone versus working as a cohesive team?"

Conquiste a equipe, transmita a visão da necessidade de mudança, os benefícios dos novos processos e tecnologias, e como cada um tem participação nesse avanço! As pessoas são movidas por propósitos, então crie metas vinculadas ao processo de mudança, que gerem ganhos para os colaboradores nas atividades do dia a dia!

Additional points to consider are being prepared for potential resistance. Build a comprehensive communication process with your team to keep them aware of changes, challenge your team to think outside the box for change opportunities. Never belittle team members for their ideas.

Resistirse al cambio es algo genérico. Lo importante es identificar a qué aspecto se resisten. Es el estilo del líder, son los procesos, la tecnología, etc. Solo así se podrá dar solución a esta situación.