You're facing resistance from frontline staff on new change initiatives. How can you win their support?
When introducing new initiatives, encountering resistance from frontline staff is common. To turn the tide and foster support:
- Engage with empathy. Listen actively to their concerns and involve them in the solution-finding process.
- Communicate the benefits. Clearly articulate how the changes will positively impact their daily work.
- Provide adequate training. Ensure they feel confident and competent with the new systems or processes.
What strategies have you found effective in gaining staff support for change?
You're facing resistance from frontline staff on new change initiatives. How can you win their support?
When introducing new initiatives, encountering resistance from frontline staff is common. To turn the tide and foster support:
- Engage with empathy. Listen actively to their concerns and involve them in the solution-finding process.
- Communicate the benefits. Clearly articulate how the changes will positively impact their daily work.
- Provide adequate training. Ensure they feel confident and competent with the new systems or processes.
What strategies have you found effective in gaining staff support for change?
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Search for the Elephant in the room: although it’s big , sometimes we can’t see it or in better words we can’t feel it. Fear is mostly the underlying cause of most of the resistance Be frank: what comes from the heart, goes to the heart
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I've often found that resistance to change typically stems from fear of the unknown, added workload, or potential job insecurity. Acknowledge these concerns openly to show you understand their perspective. Engage them your team early. Instead of presenting a fully-formed plan, involve them in shaping the change. Their insights are invaluable and foster ownership. Communicate the “why” behind the initiative—how it benefits them and aligns with organizational goals. Use relatable examples to make the vision tangible. Support is key. Provide training, tools, and time to adapt, and celebrate small wins along the way. When staff feel heard, equipped, and valued, resistance gives way to collaboration.
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In my experience frontline staff resistance is a symptom that EXCO's communication on the direction to be taken is not clear. Hence it is critical to involve the staff since as the foot soldiers they will devise effective solutions that will drive the business, aligning to the beneficiation strategy. Hence the staff should be involved and trained in instruments/tools that will enable the mission and vision to be attained.
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• When I encounter resistance from frontline staff toward new change initiatives, I focus on building trust and understanding their concerns. I start by engaging in open, transparent communication, explaining the reasons for the change and how it benefits both the organization and the team. Listening to their feedback is crucial, as it helps me identify the root of their resistance and address their specific worries. • I strive to involve them in the process by seeking their input and incorporating their ideas where possible, which fosters a sense of ownership and reduces apprehension. Providing clear support, such as training or resources, ensures they feel equipped to adapt to the changes.
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As an Executive Director, winning the support of frontline staff for new change initiatives requires clear communication, empathy, and involvement. First, explain the why behind the changes, ensuring staff understand the benefits for both them and the organisation 📊. Actively listen to their concerns and address them with transparency 🤝. Involve them in the process by seeking feedback and empowering them to contribute ideas 💡. Recognise their efforts and celebrate early wins 🎉. This approach fosters trust, engagement, and a shared commitment to success.
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When I led my first major change initiative, I learned this: resistance isn’t defiance—it’s often fear of the unknown. The key wasn’t forcing compliance but earning trust. Connect before you convince: Spend time understanding their concerns and values. Show them you’re on their side. Create small wins: Break the change into steps and celebrate early successes to build momentum. Involve them early: Make them co-creators of the solution to build ownership and commitment. Lead with purpose: Tie the change to a larger mission they can believe in, not just operational goals.
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Resistance to change often stems from fear or feeling unheard—I’ve experienced this firsthand. Here’s how I’ve built support from the frontline: Start with listening - I make time to hear their concerns, not to counter them but to understand. When people feel seen, resistance softens. Frame the 'why' - I explain how the change solves real problems they face, focusing on the benefits they’ll experience directly. Walk the walk - I don’t just announce change; I stay involved, offering hands-on support and training so they know I’m in it with them.
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