Vous faites face à la résistance des membres du personnel sur les initiatives de changement. Comment pouvez-vous gagner leur confiance ?

In 2016, Principal Mary Broderick of Ridgeview High School in California faced resistance when introducing a new technology-based curriculum. Rather than just listening, she took an innovative approach by implementing "pilot teams." She invited resistant teachers to co-design and test the new curriculum in their classrooms. This collaborative effort empowered teachers, giving them a sense of ownership in the change. Over time, this approach reduced resistance and built trust, as teachers saw their feedback directly influence the final implementation. The result was a smoother transition and a stronger, more unified staff.

It is proven fact that people who lack self-confidence are very often scared of changes and new ideas. The inner fear prohibits growth due to the fear of the unknown. One often feels that he will not be able to do something new with the efficiency of the old tasks that he performed. In such situation, encouragement and support can play a great role in increasing self-confidence. People who lack confidence become active learners once they are trusted and told that others believe in their abilities to learn new things, and even if they get stuck, they will have full support and help to resolve the issue.

Clear communication is equally important—be transparent about the reasons for change and how it aligns with the collective goals of the institution. Empower your staff by involving them in the process, providing the support they need, and staying consistent in your actions. Trust is built over time, and it’s earned through respect, clarity, and unwavering support during times of change.

It is important to listen to staff and to make them feel heard in the process of change. In this way you come across as a person who is patient and considerate of their feelings. It also indicates to staff that you value their inputs and want them to buy into the change rather than force it down their throats. That culture of consultation will help the manager gain the trust of the staff.

Active listening, Empathy, clear communication and allways providing the support they need, and staying consistent. all theese things are the key word for helping the earn their trust.

In 2018, Dr. Michael Johnson, Superintendent of Arlington School District in Texas, faced resistance when proposing a district-wide shift to project-based learning (PBL). Instead of just communicating clearly, Dr. Johnson employed an innovative approach by organizing "experience days" where teachers could observe PBL in action at schools where it was already successful. He paired this with workshops led by those schools' teachers, ensuring that the communication was not only clear but also experiential. This strategy helped staff see the benefits firsthand, reducing skepticism and building trust in the change process. The initiative ultimately succeeded, with staff actively embracing the new teaching model.

Change though inevitable at workplaces, yet it's not always welcomed with open arms. Resistance from staff members on change initiatives is to be handled in a positive and supportive way. As an educational leader foster inclusive and conducive environment for open discussions. Articulate in clear and simple language why the change is required and how it's going to benefit everyone. Encourage feedback and address their queries. It will eliminate misunderstanding and build trust. Effective communication will help team members understand the significance of the change and change their mindset.

if the team dont understand what needs to be changed then they will struggle with the why, which in turn will never help how to do it. always start with what

Ask them how would they have done it differently. Maybe there is a better idea. Always give opportunity to hear everyone’s idea or thoughts.

Could you please lend me your eyes and heart? Empowering staff is a deliberate decision in any professional setting, and leaders must be cautious about whom they entrust with such authority. Choose individuals who prioritize the well-being of students, the community, and the country, rather than those driven by self-interest.

In 2019, Principal Sarah Thompson of Greenfield Elementary in Ohio faced resistance when implementing a new inclusive education model. Instead of just empowering staff in traditional ways, she took an innovative approach by creating "collaborative task forces." Each task force was led by staff volunteers and included teachers, support staff, and even students. These groups were given real decision-making power to design and adapt the model. This deep level of involvement ensured that staff felt genuinely empowered and invested in the outcome. The initiative led to a successful implementation with strong staff support and improved student outcomes.

As an educational leader you can't successfully implement the change without the support of your staff. It's essential to involve them in decision making processes and seek their inputs. They will feel responsible and accountable, which can help you overcome resistance. By empowering your team members you can build a cohesive team, where each member will feel valued, and motivated to achieve set goals.

In my experience, sometimes checking back to see what needs to be supported and adjusted helps. Lack of data in a timely manner can hinder one's progress. What pieces need to be supported to meet the end goal?

With change is associated fear of the uncertainty and failure. Employees lack confidence and desire to come out of their comfort zone and try something new. This is the main reason for resistance to change. To infuse motivation and confidence you have to provide support and guidance. Foster supportive environment, where they feel free to share their problems and seek solutions. You can organise workshops and training sessions to impart experiential learning and knowledge about the various aspects of the change. They will be well equipped to navigate the transition successfully.

In 2017, Superintendent Laura Davis of Maplewood School District in Illinois faced resistance when introducing a new digital grading system. Understanding that traditional support might not be enough, she adopted an innovative peer mentorship approach. She paired tech-savvy teachers with those struggling to adapt, creating a network of "on-the-ground" support. Additionally, she established a flexible schedule for one-on-one coaching sessions, allowing teachers to seek help without feeling pressured. This personalized and peer-driven support system eased the transition, built trust, and resulted in a successful adoption of the new system across the district.

One thing I have found helpful is to determine the interest and level of investment of the employees. The employees must determine how they are able to become workable agents of the transition based on their current skill sets. The transition has to suggest ; you are valued or it can easily be concluded, the employee is being staged for a separation. Creative lanes are more suitable for a successful working environment. As the transition is strategically being managed; the employees will gradually learn from each other making the process smoother and ultimately successful.

Authenticity, consistency, and true transparency will always go a long way! Provide the context behind the vision, solicit feedback, identify and affirm people’s interests and talents, and show them that you value them—-the operative word is “SHOW”. Empty words and promises definitely to not facilitate trust and they hinder change. ‘Actions speak louder than words’ is more than just a cliche…

I believe that building relationships is a win-win. To solve the problem of resistance or push back, it may prove beneficial to create a collaborative environment where staff can voice their concerns, and work together to find solutions that align with the team's goals. Providing clear guidance, ongoing support, and celebrating small wins can also help build momentum and reduce resistance. The aim is to create a culture where staff feel valued and heard. How do you approach resistance? Do you seek to understand or do you use a hammer? How is the trust? How loyal is your team? What can you start doing to develop authentic and healthy relationships at work?

Building relationships is essential to earning trust. Trust connects. Personal levels of relationship are crucial to demonstrate that a leader honestly believes in bettering professional careers and improving livelihoods. If leaders can create an ecosystem of trust and safety in the organization, staff are more open to learning and growth. All change efforts should clearly state how the process will add value to the professional profile of staff.

In 2020, Principal David Martinez of Lakeside High School in Florida faced resistance when rolling out a new interdisciplinary teaching model. Instead of solely focusing on building relationships through casual interactions, Martinez implemented an innovative approach by establishing "Professional Learning Communities" (PLCs). These small, cross-departmental groups met regularly to discuss challenges and share successes related to the new model. Martinez actively participated in these meetings, not as an administrator, but as a peer, which helped build deep, professional relationships rooted in mutual respect. This approach fostered trust, broke down resistance, and led to a successful implementation of the new teaching model.

Cultivating strong relationships with one's staff is crucial for earning their trust and fostering a collaborative work environment. It is crucial to take the time to connect with staff on a personal level, demonstrating interest in their well-being and professional development. When staff members feel valued and understood, they are more likely to trust the leadership and embrace the changes advocated. Environments that encourage competition among educators can create a toxic atmosphere, as the team should be united in the common goal of educating students. Listening to staff concerns and taking the time to explain the rationale behind decisions, whether or not those concerns were addressed, requires open and transparent communication.

Consistency is key in building trust but only if it is the right kind of consistency. Motive drives behaviors and decisions which can lead to consistency in two different directions, primarily inward focused and outward focused. Inward focused behaviors and decisions, those designed to promote/protect self, can quickly erode trust; while outward focused behaviors and decisions, those designed to promote/support others, serve to build and sustain trust.

In 2019, Dr. Karen Lewis, the Superintendent of Hillside School District in New Jersey, faced resistance when introducing a new data-driven instructional approach. Rather than relying solely on consistency in communication, Dr. Lewis innovatively demonstrated consistency by setting up a "Feedback Loop System." She held regular, scheduled meetings where staff could provide ongoing feedback, and she consistently acted on this feedback, making adjustments to the initiative as needed. By transparently sharing how the feedback shaped decisions and maintaining this cycle throughout the year, Dr. Lewis built trust and gradually overcame resistance, leading to widespread acceptance of the new approach.