How can you manage resistance to change as a program leader?

Change is a Process (and not event). There is natural resistance to change, especially when driven by future needs rather than immediate goals. From my experience, aligning stakeholders on the objective (why) and defining measurable outcomes is priority. Empowering the team to define the specifics of the "how" helps engage the team better. At the initial stages, it is important for leader to have "listening ears" (open mind) to refine the purpose and goals; feedback and finalize the how . Once the process is underway, focus should be on governance through measuring progress. It is important to communicate completion of change and its measure of success. If the change is prolonged one, it is imperative to define them in phases.

In my experience, open and transparent communication are essential in the change management process. Being able to create the larger picture to your stakeholders can be helpful in overcoming resistance. Consistent communication and reiterating the vision, goals, and objectives help keep stakeholders engaged and aligned.

Spend time with your team and the team that will be experiencing the changes long after your teams have moved on. Projects are temporary so ensuring support exists afterwards for all those that will have to live with those changes in a meaningful manner to those affected by engaging them is a key change element.

Change adoption is not easy if the Why for the change is not made clear to the individuals going through the change. Someone who has been operating in a certain way for a long time, and has been trained to operate that way, if told that the new expected way to operate is going to be different, there is bound to be resistance. Unless as a program leader, we communicate the "What is in it for the individual going through the change" getting over such resistance would be a struggle. It is hence very important to understand the source of resistance and address it at an individual level. A group broadcast of change might not be the most effective change management communication strategy to bring in the stickiness of the change.

In navigating resistance to change, understanding its sources is pivotal. One of the strongest resistance factors is the infamous 'we've always done it this way.' To counter this, I established goals and a vision aligned with broader objectives, co-created with stakeholders. Setting metrics to measure progress was key. Regular cabinet meetings and daily updates emphasized the 'why' behind the change, ensuring consistent communication. Celebrating incremental successes showcased the benefits, bridging the gap between resistance and progress. In essence, reiterating the purpose, consistent communication, and acknowledging small wins proved instrumental in overcoming resistance to change.

To navigate resistance due to change, leaders must adopt a nuanced approach that delves beyond surface objections. Some tools such as: - Active listening - tailored communication, - and data-driven analysis help pinpoint the specific anxieties simmering beneath resistance, whether it's fear of job insecurity, cultural clashes, or mismanaged expectations. Addressing these concerns requires both *empathy and inclusion*. Leaders must acknowledge *diverse perspectives, offer targeted support, and celebrate participation from all parts of the organization*.

Understanding root causes - identify the reasons for resistance through 1:1 conversations to uncover rational objections and emotional barriers Involving resistors early - Involve influencers and blockers early in shaping solutions to build buy-in Communicating benefits - Clarify the “WIIFM” (what’s in it for me) tied to values for each impacted group Develop influencers - Equipe change champions to demonstrate benefits internally Early alignment - Ensure you understand stakeholders expectations from the programme, and aligned with agreed programme outcomes early on.

Cada trabalhador é um ser humano com diversas crenças incorporadas ao seu subconsciente, as quais desempenham um papel fundamental em sua tomada de decisões e na formação de resistências a novos projetos. Para superar essas resistências, torna-se crucial desvelar e compreender essas crenças. Nesse contexto, a divulgação de informações relativas aos motivos, objetivos e razões por trás da mudança é essencial para minimizar as resistências

To manage resistance as a program leader, prioritize clear communication, emphasizing the benefits of change. Engage stakeholders early, involving them in decision-making. Address concerns actively, listen, and incorporate feedback. Highlight positive aspects to inspire enthusiasm. Provide education and support to ease the transition. Creating a collaborative and informed environment fosters buy-in, essential for successful change management.

Change Mgmt is an art which needs to be curated to the specific needs that calls for the change. Your audience is your stakeholders and you need to understand what makes them excited and makes them tickle. Every business has pain points that each stakeholder is looking for an answer and if you have the right answer they will come along the ride without resistance Change cannot be abrupt and binary. It needs to be planned , designed and implemented by taking into account all views in perspective to address core issues. developed

People start to resist & challenge the change when they dodnt understand the reason behind or what is the benefit. Making the change in closed rooms then impose it is the first milestone to its failure and having big resistance against it. I heard it once and belive this statement "People are the only Resource in the organization that can move against the Organization objectives". You have to sell the idea of the change, why we need to have the change, create the sense of urgency, make the people inside the picture, make them feel that they are part of the new era after the change. Communicate, Communicate and Communicate, dont just announce the change and then write the mysterious statement that more details will come later.

At a high level, senior leaders help mitigate resistance to change by making a compelling case for the need for change and demonstrating their commitment to a change. Employees look to senior leaders when they are deciding if a change is important—and they judge what they see and hear from this group. If senior leaders are not committed to a change or hesitate in their support, employees will also consider the change to be unimportant and resist it.

Communication and engagement are key but really highlighting the "what's in it for me" for the team is super important. Getting into the details of how this will benefit the user is very important. It's hard to generate excitement for big changes but the best way to get positive feedback is letting people know the improvements to their work environment.

The reason for the change cannot be the same for all. The 1 dish serve-all will not be a viable approach in this case. Every department will have a different impact from the change, every individual within the department will have different motivation factors to adopt a change. The experience from past similar changes and their success/failure will have a strong impact on the acceptance of a change. The bigger the impact of change, the more granular would be the need to go and make that change communicated. This though might look like an effort-intensive exercise, but with the right change agents, this will bring the maximum adoption and stickiness for the change.

Totally agree with that involvement of people in the change is the first step to its implementation and reduces the resistance of the change

Communicating the vision and benefits of change isn't just about broadcasting messages; Leaders must bridge the gap between "what" and "why" by employing a potent cocktail of clarity, empathy, and strategic storytelling. Key points to consider: - Crystallize the "what" - Craft a relatable narrative - Personalize the impact - Embrace transparency and dialogue

Understanding the essence of change involves more than stating "what" but delving into the crucial "why." Clearly articulating the reasons for change is pivotal in any project. Moreover, acknowledging perceived negative impacts is equally vital. In project management, just like in any negotiation, trust is paramount. Allocating time to not only communicate objectives but also comprehend stakeholders' concerns and perceived impacts fosters trust and a more comprehensive project understanding. Effective communication goes beyond sharing goals; it involves building understanding and addressing concerns for a successful project journey.

Put yourself in the shoes of those you are communicating the message to. As a front line employee one of the things I always asked was “why” in a situation like this, so as a leader I adopted this to explain the why behind the change. Even though the direction may be clear, having the understanding of the change helps support the objective.

Bring in employees and stakeholders early in the process. If the decision has already been made, it’s too late to gather initial feedback. Direction to employees does not lead to ownership and proactive actions. Open input and feedback requests in early stages lead to a broader understanding of stakeholder concerns and needs.

Delegate tasks and responsibilities by assigning stakeholders meaningful roles, leveraging their expertise. Ensure their readiness through training and support, providing necessary knowledge and resources for understanding and endorsing the change. Celebrate successes and milestones to acknowledge and reward stakeholder contributions, sustaining motivation and engagement throughout the change process.

By involving stakeholders, you provide them with a sense of ownership and control over the change, which reduces resistance. When stakeholders feel that their voices are heard and their opinions are valued, they are more likely to support the change effort. This approach also allows for diverse perspectives and insights to be incorporated, leading to better decision-making and outcomes.

Effective recognition **shouldn't be one-size-fits-all**. Take the time to understand what motivates and inspires each champion, and tailor your approach accordingly. By creating a culture of appreciation, empowering them with opportunities, and celebrating their successes, you can ensure that your champions of change remain energized and committed to driving transformation forward.

En mi experiencia, los campeones del cambio son clave para que el cambio se promueva en el equipo desde su núcleo, y no se perciba como una imposición de la dirección. En los equipos siempre hay personas mas proactivas y a las que les motiva la innovación, que si toman el rol de campeones del cambio, pueden acelerar enormemente la curva de adaptación en todo el equipo. Y por supuesto, como figuras fundamentales esa aportación debe tenerse en cuenta para la compensacion por rendimiento que la compañía utilice.

In my opinion, as a program leader, you can manage resistance to change by communicating openly, involving your team in the process, addressing concerns, providing support, and leading by example. Celebrating quick wins, fostering open dialogue, managing expectations, providing regular updates, and being flexible in your approach are also important. These actions can help your team navigate change more effectively and feel more empowered throughout the transition.

El proceso de cambio debe de ser lo más flexible posible, de forma que pueda encajarse bien con el resto de procesos o actividades relacionados. En ocasiones, cambios que sobre el papel parecen positivos, no consiguen su implantacion, por la rigidez con la que se intentan ejecutar. Se debe escuchar a los equipos e integrar el cambio en las rutinas de forma que realmente no perjudique a ninguna de las partes implicadas.

Resistance to change is something to be expected since we, humans, usually prefer to stay in our comfort zone. To manage this, you need first to map your main stakeholders and assess their influence or power as well as how they are affected by these changes. Second, you will need to "sell" your project to the most influential stakeholders - you must convert them, if possible, in your allies, so they will help you face the remaining resistance in other sectors or departments. Last, but not least, ask your onboarded stakeholders to help you sell the required changes across the rest of the organization.

One effective way to encourage change in others is to lead by example. This means showing your commitment to the change by embracing it yourself. When people see your enthusiasm and willingness to adapt, they are more likely to be inspired and motivated to do the same. This can create a ripple effect, ultimately leading to a successful and lasting change.

I hear far, far too often the statement from leads and stakeholders on big programmes, “people will not be given the option not to change.” Inferring that somehow, someone very important is going to make a large number of people change. This doesn’t work. If anyone is saying this around the program, you need to get them removed immediately, it is absolute poison to a big program.

Programs are inherently about change, and ideally transformation. That requires proactive management of all areas of change. In a technology related program, change management is at the intersection of business process, people (users and stakeholders), data/metrics, and the technology platform.

In my opinion, one's capacity to handle opposition to change can be further improved by integrating cultural sensitivity. The way change is viewed can be greatly affected by a team's ability to recognize and accept cultural diversity. One example is how important it became to grasp cultural subtleties while working on an international project. Even if a certain culture is open to change, they may be resistant to it. The program manager reduced pushback and promoted tolerance and harmony in the workplace by holding cultural awareness sessions and adapting communication tactics to appeal to different ethnic backgrounds. This method showed that the team cared about hearing and considering everyone's opinions, at least in my opinion.

Promoting a culture of Continuous Improvement + Clear Communication & Total transparency. Changes are inevitable in complex environments so professionals need to be prepared and adapt to new business needs & requirements. When possible, PMs should involve all stakeholders in the analysis of the changes, highlighting the benefits and the positive outcomes for the organization.

Demonstrate objectives of the Program and benefits for the people in the firm. Share opportunities to learn and partner with the new initiatives, have open feedback forums and recognize performance using ongoing skill metrics.

To manage resistance to change as a program leader: 1. **Understand Resistance**: Identify the root causes of resistance to address them effectively. 2. **Open Communication**: Maintain transparent communication about the change, its reasons, and impacts. 3. **Stakeholder Engagement**: Involve stakeholders early in the planning process for input and buy-in. 4. **Empathy and Support**: Acknowledge concerns, offering empathy and support to those struggling with change. 5. **Training and Resources**: Provide necessary training and resources for a smooth transition. 6. **Quick Wins**: Implement small changes for early successes, building momentum and demonstrating benefits.

Fostering a culture of open communication, addressing concerns empathetically, involving the team in the change process, showcasing benefits, and providing continuous support and training. #ChangeManagement #LeadershipSkills

All 5 points are well considered. But to consider these points and effectively implement them is a different story. We cannot win the trust of all team without explaining the benefits of change and the bottle necks if any. Discuss this with everyone. Take their inputs, fine tune it and present the newer version as a unanimous team suggestion.