You're facing resistance from employees over a new strategy. How can you overcome their fear of change?

Ensure the employees fully understand the vision of the strategy - the big picture and the why behind it. With this as the baseline, look to understand their fears and concerns and work with them to mitigate them or let realise to accept them as part of the change. Get buy-in, then ensure you provide "true" support for them throughout the change period, being open, honest and collaborative at all times.

Effective communication is the key to align team members on new strategy. One should take following steps to ensure that the team is aligned and there are no fears: - Articulate the objective, big picture and the expected outcome of the new strategy to the team members so that they feel involved. - Understand their fears and proactively address concerns. - Position the strategy as a positive change for the team and explain the positive impact it will bring in their professional lives. - Establish a Reward and Recognition plan linked to the key milestones involved in the strategic plan. Conduct town halls, team building events etc. Reward employees, celebrate wins. - Have 1 to 1 feedback sessions to address the need of each team member

Employee resistance to new strategies is common, so how to navigate it? 1.Clearly explain the rationale behind the change and its potential benefits. 2.Actively listen to employee anxieties and provide solutions or support. 3.Involve employees in the change process, fostering a sense of ownership. 4.Highlight how the changes can improve their work experience or career development. 5.Validate their concerns and emphasize the company's commitment to support them through the transition.

It starts with listening. If your team has fears, hear them out. That dialogue will offer you the opportunity to further expand on the nuances of the strategy, and explain the "Why?". Resistance to change is natural - but transparency and learning communication always help. If you have the right "Why?" - stagnation becomes scarier than change!

Number one thing which works magically is letting our team see the bigger picture, i.e. a compelling vision which is way beyond our personal & family benefits. Second thing which helps in such cases is to getting back to basics, such as 'Why are we working in this domain, why this region, why these colleagues etc?" This helps them to really connect with the bigger picture of grand arrangement of things. Third is the question 'Would my attitude (of accepting change or resisting it) create a positive impact on me, my surroundings and would it contribute to the vision or not?

The benefits of changing strategy can be hard to see when someone is not involved in the process. Ensure stakeholders are represented in the discussion and the formulation of the new strategy, this will not only create buy-in, but you won't have to convince them of the benefits since they were involved. Understanding the resistance to change cannot be understated. This resistance can come from a real or perceived loss of power, an it's always been done this way mindset, or worries that the new strategy won't work. Great strategists don't issue edicts from on high, they are collaborative and clearly communicate the benefits of new strategies, initiatives, projects, partnerships, or mergers.

Everyone views value through a subjective lens - articulate benefits in way that is meaningful to your audience. One business leader might value accelerated delivery of a project because it allows them to hit their business KPIs faster. Whereas their colleague might see the value of the same situation in terms of being able to free up resources to work on the next project.

Obviously, the change in strategy that you are proposing would have some benefits to the company as well as to employees. It's important to communicate this benefit and communicate it frequently. Now, the problem occurs when the benefits are unevenly distributed. As an example, not everyone would be retained with this news change of strategy. Another example could be, not everyone would be part of the bonus pool that is linked to this change of strategy. What happens then? We come back to communicating effectively. If people are being excluded from the benefits, they should be told with an explanation. They might not be happy with the decision, but if given enough notice, then they will learn to accept it.

One of the most important way to solving issues. That will open to understand each other concerns and its consequences. It will help to faster and effectively implement also best results will be visualize faster.

🤝 Involucrar a tu equipo en la creación de la estrategia no solo aumenta su compromiso, sino que también enriquece el plan con perspectivas diversas. 🚀 Cuando todos sienten que sus aportes cuentan, el crecimiento de la organización se vuelve exponencial. 🔝 💡 ¡El poder de la co-creación transforma ideas en resultados excepcionales! #Estrategia #Liderazgo #Crecimiento #TrabajoEnEquipo

Nuture your trailblazers that sit within the impacted group and empower their passion and enthusiasm to bring colleagues on the journey with them.

The first response to any significant change is often resistance. Expecting complete alignment without fostering a sense of involvement is unrealistic. It's crucial to engage your team early in the process, even before formally communicating the new strategy. When employees feel their input has been valued and considered, they are more likely to take ownership of the change. Furthermore, you must remain flexible, ready to adapt your strategy based on feedback to ensure its successful adoption across the organization.

It's important to get everyone's feedback when you're designing a new strategy. But what happened to the strategy is designed at the top management level? How are employees supposed to feel included? What you can do is include them in the execution of the strategy. it is anyway impossible for top management to figure out all the nuances of executing a strategy anyway. The employees are the ones who would be the best people to figure that out. That's why involving them in any part of the execution of the new strategy would be rewarding to not only themselves, but the company as well.

Ah, what better can a man do else than train someone and help him be a better version of himself than yesterday. This 'Provide Training' part was full time job of the Prophets and hence this must be taken that seriously. Training people (for a positive impact in the world) is a prophetic mission, very few are chosen for this. And those who are chosen, please honor this responsibility. Motivate and uplift others to be trainers as well.

One issue that employees faces they are not sure how they fit in the new strategy or the new organisation. Training them to pick up new skills or even training them on the new strategy would be immensely helpful. How would you do this? Well, the easiest would be to record a video to explain the new strategy and how they fit in it. But that's the basic thing that you would do. The next level would be help each type of employee to work in the new strategy or environment they are in. this could be providing hard or soft skills training. Would this be a big expense for the company? Yes. However, it is very worth it. If it gets all the employees on board faster.

I recommend the "Managing Complex Change Model" by Dr. Mary Lippitt. It describes five prerequisites for successful change. Vision Capabilities Incentives Resources Plan If all five elements are clearly defined and in place, change will succeed. If one - or more - of the elements is missing, this has undesirable effects.

A very smart technique could be to learn coaching and then implement it. Our team, most of the times, have got the solutions of their problems in their mind. It's just they are tangled up and their thoughts get too messy to get the starting point. A few powerful questions in a polite tone change the game all over. Its tried and tested by me, my clients and my managers. It works, all the time, it simply works.

The enthusiasts are 10% of employees and managers who eagerly embrace change, seeing it as an opportunity for growth. On the other hand, the blockers represent another 10% who vehemently resist and reject change, always finding problems and maintaining a negative attitude. The remaining 80% are the wait-and-see group, observing how things unfold before committing. By highlighting successes and making it enjoyable for enthusiasts, the majority may be more inclined to embrace change positively. This approach can prevent fence sitters from leaning towards resistance and instead motivate them to align with the enthusiasts in driving change forward.

Lastly, it's important not to celebrate your wins. Nothing good comes out of it. Even though you might need a bit of time to ponder upon how things went wrong, it's important to pick yourself up and move forward. This is where group of trusted friends around you can help. It's important to leverage upon people who have been there and done that. Getting a coach or a mentor would definitely help to put things in perspective and move forward. Even a small step would be infinitely helpful.

Celebration is something that changes the game overall. I precisely remember, at one of my business ventures #iyshcleem, when we were expanding like crazy, there was tons of workload and very short deadlines. My team felt it was very difficult to match my pace and expectations. This one thing of 'Celebrations' changes all that 'workload' to 'an adventure', those 'to-do lists' to 'achievements', and those 'job descriptions' to 'scripts. Celebrate as much as possible, smile, cheer, and appreciate yourself and others. You'd be amazed by this one single change in your work-life.