Your direct report is resistant to change. How can you effectively provide feedback to encourage growth?

I have found that resistance to change comes from a lack of understanding as to why change is necessary. As leaders it falls to us to understand the reason for change and then guide our teams through the change process. Understanding that not everyone handles change the same way we need to meet our people where they are and provide them with the individual guidance and support they require.

"Seek first to understand before being understood'. The are various factors that impact the 'why' when dealing with change. Often times employees have had a negative experience that has impacted their view of change. Understanding, supporting and shifting mindsets have proven successful through out my career.

This is the most important and critical part in change managment; from experience ... without having a clear understanding to your team point of view and the reasons behind their hostility to change, you will be moving fast towards a complete failure... i've seen this while changing department process reflecting adjustments on JDs and team duties and daily tasks, each and every one has had his own valid reason to resist the change, one to ones and separate meetings with team members were conducted just to ensure a clear understanding to their concerns (either valid or not) and accordingly communicate your plan for handling their concerns without impacting the with positive aim of the change in hand.

In every single human being, resistance is a phenomenon that occurs very naturally. It would be wonderful if we could think for ourselves by putting ourselves in the position of those who report directly to us. If you have the impression that there is some sort of misunderstanding or obstruction in the process of transmitting the message, then you should acknowledge their feelings in a courteous manner and offer reassurance. Repeat your comments to the individual who is reporting it once you have established a secure environment for open and honest discussion. It is important to demonstrate to them at least two benefits that are going to take place, and there will be no adverse effects or damage that occurs.

La résistance au changement est de nature propre à l'homme. Dès lors qu'il y a une modification à son mode de vie et à son confort, il présente des signes de réticence. Il revient au supérieur de communiquer pour rassurer dans l'optique d'atteindre les objectifs liés à ce changement.

Pour faire face à une résistance, il faut communiquer sur les attentes claires liées à ce changement. Faire comprendre à son subordonné l'impact de ce changement sur la qualité de sa prestation, sur son travail, sur son poste et sur la performance de l'entreprise. Ainsi, le supérieur efface les risques de la peur, des rumeurs, de l'incompréhension qui peuvent être à l'origine de la résistance au changement.

Pour encourager un subordonné à accepter le changement, il faut l'accompagner en le réorientant, par la formation, les conseils utiles. Il faut rester ouvert, le motivé par votre disponibilité à l'aider.

One thing I have found helpful is that when people have a mental and emotional sense that support is truly available, they give in to the process of change faster. Support for the process of evolving as the change takes place can help in also realigning staff to new roles they will find more appealing then their former roles. This flexibility is key to ensuring the goal is met in record time.

Offering support is essential when encouraging a resistant direct report to embrace change. This could involve training sessions, mentoring, or simply being available to answer questions and address concerns. Reassure them that it's okay to make mistakes during the transition and that you're there to help them learn from these experiences. By showing investment in their success, you foster trust and motivation, which are critical for personal growth and adaptation.

An example of feedback I have seen is the sandwich approach. This is where a positive feedback is given, then what needs to be improved on follows then finally, another positive feedback is given last. This breaks down resistance to the barest minimum and the thing that needs to be improved is done without hesitation.

Change in the workplace can 🫨 destabilizing and 😦 uncomfortable OR it can be 😄exciting and 🥳 exhilarating. It really depends on how #leadership communicates the why’s behind the change in a way that connects the dots for THEIR direct reports. Leaders who have a personal connection with their direct reports understand how each person processes information, their skills and abilities, and their level of flexibility. Many times assumptions are made that a person is, “having a hard time with change” when the reality is that they may be frustrated by the lack of communication or feeling excluded. The real reason generally comes out in the engagement surveys or exit interviews. People engage change when they feel included & heard.

While all points mentioned above seem fair, I believe it is also important to make sure your colleagues gain positive experience of initiating and implementing change - and it is your role as a leader to provide these opportunities and support their success. This experience allows them to empathize with those undergoing change and understand their own reactions better when they face changes driven by others. It also gives them tools to manage their reactions - differentiate natural human resistance to any change from emotions triggered by real concerns they have as experts in their area of responsibility, seek emotional support for the former and prepare appropriate formats of argumentation for the latter.

Help provide additional context on the expected change and what those means to every stakeholder. A lot of times resistance comes from the perception of being handed with more workload, getting into more complicated tasks and stretching themselves thinly due to lack of and or incorrect information. Addressing that phase will help normalize the reaction without necessarily invalidating his or her feedback.

In order to really create change in someone who is resistant to change you have to find out what they are sensitive for and what drives them, in order to link it to the change you want. Don't resist and argument, but lean into how they see it to curve them into the change you know is needed.