Ganar la confianza de un miembro del equipo que se resiste al cambio puede ser un desafío. En mi carrera tuve que atravesar muchos "Take Over" de Operaciones Logísticas o bien cambiar de empresa y sumarme a una compañía donde el equipo estaba previamente consolidado. Es normal que algunas personas se presente temerosa en ese proceso y es responsabilidad de los Líderes ganarse la confianza del equipo. Aquí hay algunos enfoques que me ayudaron durante estas transiciones: 1. Escucha activa 2. Comunicarse de forma clara y transparente 3. Mostrar empatía y comprensión 4. Reconocer y valorar su experiencia 5. Feedback constructivo La confianza es clave y la confianza lleva tiempo, así que debemos ser pacientes y consistentes en los esfuerzos.

Any time you’re initiating change before build trust you’ve already missed it. Stop arriving and thinking you know better, talk the people on the ground and understand their situation. So much harm is done by leaders forgetting how little of the situation they can see, while ignoring input and “resistance” to half baked ideas

Considero que un lider que sirve a su equipo y lo antepone sobre sí mismo, se gana la confianza de sus seguidores. Por supuesto, hay que estar convencido de ello, es decir, hay que ser auténtico. Con una actitud así, se buscará acercamiento y retroalimentación en ambos sentidos para el apoyo necesario. Igual es necesario trabajar, no para que el colaborador haga lo que tu quieras que haga, sino para que quiera o mismo que tu quieras. Es decir, ambos enfocados en el mismo objetivo. Con esta base, ayudarle a que diseñe un plan de acción, de acuerdo al área que le toque atender a él en lo particular y acordar revisiones periódicas del mismo.

There are always reasons why a person is resisting change. There could be lack of trust, fear of change,ego issues, reporting issues etc. the way forward is time… when I will need to access him, communicate with him, analyse his basic issues and then deal with removing his fear and instilling confidence. I would prefer to discuss his strong points and how they could help him in future. I would engage him in his comfort zone and slowly lead him to his zone of work or behaviour

Team members who resist change need understanding and inclusion: Empathize First: Genuinely listen to show you value their perspective. Show, Don’t Just Tell: Use relatable examples to demonstrate the benefits of change. Collaborate, Don’t Dictate: Give them a stake in the process so it feels like a shared journey. These steps make change feel less forced and more like a team effort.

A member of my team was having difficulty moving beyond their own worldview when writing marketing copy. They are a great writer but couldn't see beyond the subjects they were comfortable with writing about. I gave them some books about writing (including Ann Handley's Everybody Writes and Donald Miller's Building a Storybrand) that explore writing and marketing as larger concepts. Soon I started seeing the things they were writing blossom. They began to write easily on a multitude of topics that they may not have felt as passionate about before, and their writing started to show a real focus on the customer, rather than trying to position the organization as the central hero. I didn't expect this to work as well as it did!

The initial phase is to treat a team member's views with respect. It could occasionally be correct. If it is truly worthwhile, consider them. If it isn't the appropriate one, attempt to get them to understand that twice is thrice. It will require more time to implement. But it will produce a good effect.

Communication is the key. Listen to their concerns and give them a chance to voice their opinions. Explain the purpose and the benefits of the change and involve them in the process. Educate them and provide support.

Involve them: Include them to not only participate in the change management plan, but empower them to lead the change and give them an assurance that you trust their capability