Tu miembro del equipo se resiste al cambio en el trabajo. ¿Cómo puedes usar la empatía para abordar sus preocupaciones?

Change is very often uncomfortable within organizations. What is important is that everyone understands the reason for the change and they have clarity on the way forward. It is important to "sell" the idea to your team members. Also ensure that they are free to give their opinions and ask the questions that answer their crucial questions. This will help to drive motivation as well as productivity. If change is something that occurs regularly in your work environment, a core competency such as "Adaptability" (and what it looks like in action) could be built into your competency framework to manage the behaviour more effectiviely/.

Take the time to listen to your team member’s concerns and fears about the change. Understanding their perspective can help you address the root cause of their resistance and show that you genuinely care about their feelings.

Para entender y validar su miedo, es necesario escucharlo sin juicios. Al recordar como se siente el miedo, podrás conectar y empatizar con mayor facilidad. Para poder ayudarlo a gestionar a favor este miedo, es necesario construir una confianza de base.

Fear is a natural and common response to unknown situations and changes. It is crucial to remain empathetic and practice active listening. Only once we truly understand where the resistance is rooted, can we help others with their concerns. Also insuring that people's opinions and ideas are welcomed, valued and respected helps to build that trust. When people feel they are heard and an important part of the team, it is easier to propose changes. The team members can then be more open to discussing what their fears are. Many great leaders have a good sense of self-worth and that reflects on how they treat others, which includes dealing with their team's fears and concerns.

Clear communication is vital for change management. What defines clear communication can be interpreted differently, but here are a few basics: 1. Limit cultural expressions - depending on your audience, they might miss the context. You wouldn't know it unless I told you, but I grew up in Japan. Be aware of your audience. 2. Be direct but kind - explaining something obtusely will not work well for most of your neurodivergent employees. 3. Start early - give time for people to process mentally.

Provide clear and transparent information about the change, including the reasons behind it and the benefits it will bring. Open communication can help alleviate uncertainties and build trust.

Active listening without judgment and showing genuine interest in understanding their perspective are key starting points. By exhibiting empathy, you can build trust and create a supportive environment, which helps ease apprehensions and cultivates a more positive attitude toward change. This approach encourages open communication and allows the team member to feel heard and valued, making them more receptive to new ideas and adjustments.

Assure your team member that you are there to support them throughout the transition. Offer resources, training, or additional help to make the change process smoother for them.

I was once in a situation where my boss and I knew my role would most likely be on the chopping block due to a restructuring. He got ahead of it early with me and started brainstorming what other departments I could transfer into within the organization. He offered to be a reference if I could not find something and allowed me time away to interview for new roles as needed. I have never forgotten his support and kindness during this tumultuous time of change.

Acknowledge and validate their emotions, letting them know that it’s okay to feel anxious or uncertain. This can help them feel heard and understood, reducing their resistance.

No hay nada más poderoso para construir un ambiente de confianza que validar la emoción que el otro está sintiendo. Esta validación genera empatía y permite que sea más fácil el diálogo.

Why do people fear change? They can feel helpless. Why not get them involved? Then, they can be proactively part of the movement and transition with it rather than be forced along. I was once on a major implementation project, bringing systems together due to a merger. I brought in a Sales Executive who had come in from the merger and got her feedback on the layout and functional design of something we were combining. She was more than happy to be involved. It was a win-win as I got some needed information, and she got involved directly with change. Let's empower people!

Involve your team member in the change process by seeking their input and feedback. This can empower them and make them feel more invested in the change.

Opposing change is because we are used to our comfort zone. We don’t want to explore any other area as we are used to the “known” work. I once took my team for a 3 day trek and did sky diving which brought the thrills of the unknown. Then I brought in the changes. It succeeded. Team members now explored the “unknown“ in a better way.

Highlight the positive aspects of the change and how it can benefit the team and the individual. Reinforcing the positives can help shift their mindset and reduce resistance.