Last week’s issue: Focus on Behaviour, Not the Person

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_{What we’ll learn in today’s Newsletter}

• How to identify the root causes of employee resistance and address them effectively.

• Strategies for connecting initiatives to the bigger picture to increase buy-in.

• Techniques for setting clear expectations and maintaining accountability.

• The value of involving resistant employees in problem-solving to foster collaboration.

• How to leverage peer influence and provide necessary support to overcome resistance.

• When and how to escalate issues or make tough decisions if resistance persists.

Resistance. It’s a word that can send shivers down the spine of even the most seasoned leaders. Whether it’s pushback on a new initiative, scepticism about a strategic direction, or outright refusal to engage in team activities, resistance from an employee can disrupt team dynamics and stall progress. Yet, resistance is not always about defiance or negativity. Often, it’s a sign of deeper concerns, misalignment, or simply discomfort with change. As leaders, our role is not just to overcome resistance but to understand it, work through it, and ultimately transform it into resilience.

Understanding the Root Cause

The first step in dealing with resistance is to understand where it’s coming from. Rarely is it just about the surface issue. For example, when a team member resists a new process, it could be rooted in fear of failure, lack of confidence, or even past experiences where change led to negative outcomes.
A leader’s job is to listen actively and empathetically. Schedule one-on-one conversations, not to reprimand but to understand. Use open-ended questions like:

• “I’ve noticed some hesitation with this new approach. Can you share what concerns you have?”

• “What challenges do you foresee, and how can we address them together?”

By approaching resistance as a dialogue rather than a confrontation, you create a safe space for the employees to express themselves. Often, once they feel heard, their resistance softens.

Connecting to the Bigger Picture

Employees are more likely to resist when they don’t see how a change aligns with their values or goals. Connecting the initiative to the bigger picture can help bridge this gap.
For example, if a team member resists adopting new technology, link it to broader company objectives:

• “This new tool will help us improve customer response times, which is crucial for maintaining our competitive edge. Your expertise can be instrumental in making this transition smooth for the team.

This approach not only aligns the task with the organisation’s goals but also empowers the employee by emphasizing their value in the process.

Setting Clear Expectations and Boundaries

While understanding and empathy are essential, clear expectations and boundaries must also be established. Resistance cannot become a roadblock to team progress. Be direct yet supportive in setting expectations:

• “I respect your perspective, but it’s essential that all team members engage with this initiative. Let’s explore how we can make it work for you, but participation is non-negotiable.”

It’s crucial to follow up with documented expectations, timelines, and consequences if resistance continues. This ensures accountability and prevents the issue from escalating.

Involving Them in the Solution

One powerful way to overcome resistance is to involve the employee in the solution. When people feel they have a voice and influence, they are more likely to buy into the change.
For example, if an employee resists a new workflow, ask for their input on optimising the process:

• “I see you have some concerns about this new workflow. You have great insights from working closely with this system. How can we adapt the process to maintain efficiency while addressing your concerns?”

This shifts the conversation from confrontation to collaboration. It also leverages the employee’s expertise, making them feel valued and more inclined to engage.

Leverage Influence and Peer Leadership

Sometimes the resistance isn’t about the change itself but who is delivering the message. If the employee respects certain peers or leaders, involve those individuals to champion the initiative.
Peer influence can be a powerful motivator. For instance, if a respected team member shares how they overcame similar reservations, it can resonate more effectively than any directive from management. This peer-led approach fosters a culture of shared learning and mutual support.

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Providing Support and Resources

Resistance is often rooted in a lack of confidence or fear of the unknown. Providing the necessary support and resources can alleviate these concerns. This might include training sessions, mentorship, or additional tools to help them adapt to the change.
For example, if the resistance is towards a new technology, organise training workshops or offer one-on-one coaching sessions to build confidence and competence. When employees feel equipped to succeed, they are more likely to embrace change.

Giving Constructive Feedback and Acknowledging Progress

When dealing with resistant employees, feedback should be constructive, specific, and balanced with positive reinforcement. Acknowledge even small steps of progress to reinforce positive behavior.
For example:

• “I noticed you’ve started using the new system in your daily tasks. That’s a great step forward. Let’s continue working together to make it even more efficient for you.”

This approach validates their effort while encouraging continued growth.

Knowing When to Escalate or Make Tough Decisions

Despite your best efforts, some resistance may persist. In such cases, it’s crucial to assess the impact on the team and the business. If the resistance is hindering progress or affecting team morale, it may be necessary to escalate the issue or consider tougher decisions.
Document all conversations and agreed-upon expectations. If the employee continues to resist without valid reasons, it may warrant a formal performance discussion. In extreme cases, it could lead to disciplinary actions.

Turning Resistance into Resilience

Dealing with resistance is one of the most challenging aspects of leadership, but it’s also one of the most rewarding. By understanding the root cause, involving the employee in the solution, and maintaining clear expectations, leaders can transform resistance into resilience.
In many cases, resistant employees become the most loyal advocates once they feel understood and valued. It’s about guiding them through change with empathy, patience, and strategic leadership.

Final Thoughts

Resistance isn’t always a bad thing. It often reflects a passion for the status quo or fear of the unknown. But as leaders, it’s our job to channel that energy into positive outcomes. By approaching resistance strategically and empathetically, we can build a culture of adaptability, resilience, and growth. So, the next time you face resistance, don’t see it as a roadblock. See it as an opportunity to strengthen your leadership and inspire change.

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