Sua equipe de estratégia digital é resistente a mudanças. Como você lidará com os conflitos que surgirem?

Some team members are always "Resistant to change" despite any circumstance because they are complacent or lack capability. As a leader, it is essential to understand their fear. There is some way that a leader can avoid this and shift their team members' attitude in a positive direction, such as 1. One to one discussion 2. Group discussion 3. Show them opportunity 4. Give the training Externally 5. Present them with trends and competition 6. Make them understand the future and world 7. Let them understand that always options and better solutions are coming into the market All will work if the leader can find the root cause of resistance to change.

Resistance of change due to fear of unknown is a natural sense. The role of true leader is crucial, he should explain clearly the benefits and advantage of such digital change, not only on the work processes and how it will ease the operations but also on their digital experiences and skills that will be developed and demonstrated in the new digital world. He should remind them with the failure stories of companies that did not developed and match the digital innovation such as Kodak and Nokia. Finally, he should effectively communicate how Digital strategy became mandatory for any company to grow and sustain and how it became one of the basic skills of qualified staff in the new digital era.

Re-align them with the purpose of the business. Clarify the version where the digital strategy gels in and synergize the organization's overall objectives. This will always comes back to the purpose of synergizing and leveraging technologies withing the enterprise and how the digital ecosystem integrates as business drivers for the targeted outcomes. Do not forget on continuous motivations and nurturing the people on value outcomes instead of just achieving digital outputs. Changes is always a challenge, thus, encourage the team to have objective driven outcomes and continuous evaluation of the team's capabilities. Having digital outputs which translates into business values must always be the main ingredients of any digital strategy.

Managing conflict from resistance to change is crucial within your digital strategy team and requires good handling techniques. Encourage open communication-let them know why and how changes are beneficial. Involve the team in the decision-making process to make them part of the change. Offer comprehensive training with full ongoing support to convey confidence in a new set of skills. Recognize both the cultural and emotional aspects by instilling a culture open to change. Small changes should be implemented gradually so as not to feel overwhelmed, with small victories celebrated at all stages to maintain morale. Focus your priorities on these approaches and you will successfully navigate resistance and lead your team through transformation

Para que se entenda a causa da resistência é fundamental promover ao colaborador um ambiente seguro, e que se tenha espaço de fala para que ponham na mesa as sua motivações. Compreender a causa raiz, se coletiva ou individual. Além do entendimento da causa, enquanto líder é necessário adaptar a fala, afim de garantir que todos compreendam a importância, que enxerguem valor e acreditem que a mudança os trará frutos e benefícios. Só se consegue ser agente transformador e influenciar de forma positiva um indivíduo quando o líder primeiramente acreditar na ideia e extrair dos seus liderados capacidade de execução e competência que muitas das vezes até eles desconhecem que possuem.

Communicate the vision and benefits: Clearly articulate the reasons behind the change, the expected outcomes, and how it will positively impact the team and organization.

Clarity. Empathy. Community. Let me elaborate. 1. Digital transformation can often seem gray or mammoth or scary. There should be clarity in the strategy- the why, the how, the expectations should be clear. 2. Change will bring uncertainty and fear in some members. Understand the cause and then look to address it with honesty and empathy. 3. Communication is key to creating a feeling of community. A belief that we are all in the change together. Digital is going beyond automation and efficiencies to a change in which we do business. The entire community must understand and be aligned for its success. Communicate > collaborate > partner.

Communicating the vision includes clear, measurable, attainable goals. As soon as the goals are defined each team member needs to understand how they (and their departments) directly contribute to those goals. Understanding how each person and department can impact either revenue or cost goals, not only increases transparency, but also develops buy-in and control on the overall business performance.

In fact, I strongly believe that communicating the vision is THE MOST critical action that a leader can take to get team members on the same page. It should be on the top of the list. Everything else (dispel fears, training etc etc) comes later. Ensuring that the team buys into a brighter future is the leader’s first task. She / he must sell the vision to the team. There will be members who buy in to the vision wholesale, those who buy in with some reservations (some of which may be justifiable), and those who are resistant. That is when a leader gets to work and overcomes resistance. Articulating a clearly brighter future state- whether through the use of better technologies or processes - is key to getting the team into mission mode.

**compelling vision** that aligns with the team's values and goals. This vision should clearly outline the benefits of the change, emphasizing how it contributes to both individual and organizational success. Use **storytelling techniques** to make the vision relatable and inspiring, helping team members see the bigger picture and their role within it. Regularly reinforce this vision through **consistent communication**. Hold meetings to discuss progress, celebrate small wins, and address concerns, ensuring that everyone feels heard and valued. By fostering an environment of **open dialogue**, you can clarify misunderstandings and build trust. Ultimately, a well-communicated vision not only aligns the team.

Provide training, because it has always been and remains the best recipe to reduce concerns and fears. A trainer by your side improves, or accelerates the process of "learning by doing" in a positive way. Be a role model for knowledge transfer and strive to inspire your environment with new tools over an extended period of time. Repeated motivation has never harmed anyone!

Resistance cannot be trained away, that's a fairytale, imho. Resistance is a disagreement with the way forward, can be both, justified or unjustified. The essential part is the off-stage behaviour - at the coffee machine when no superior is listening.

I agree with Andy Gall, but I would like to introduce other aspects to consider. Firstly, it is important to assess whether my team and the organization have a growth mindset that fosters a culture of continuous learning, encourages individuals to take risks, and embraces new challenges. This is crucial for the long-term improvement and success of the organization, especially in a fast-paced environment such as the digital landscape. Secondly, have I or the organization provided sufficient context to explain why a change in digital strategy is needed?

Es importante tener un plan de desarrollo de tu equipo, entender cuáles son sus fortalezas y debilidades para que sus fortalezas se conviertan en su "especialidad" y sus debilidades sean fortalecidas para poder hacer mejor su trabajo y más eficiente, así mismo, estén preparados para lo que se viene.

Uma equipe treinada é uma equipe preparada para lidar com todas as mudanças. Transformando assim, resistência em oportunidade de crescimento.

I’ve found that building a strong sense of camaraderie and trust among team members works amazing. - Peer-to-peer training is also a valuable tool for empowering employees and promoting knowledge sharing. Encourage team members to learn from each other, to build a more engaged workforce (+ skill sharing!). - Inclusivity in decision-making is essential for creating a sense of ownership and buy-in. When team members feel valued and heard, they are more likely to support change initiatives. - Driving results without burning out team members is crucial for long-term success. Recognizing and rewarding great ideas, and encouraging open communication, can make the team more receptive of change and innovation.

an **inclusive environment** where team members feel valued and heard. Encourage open communication, allowing everyone to express their concerns and ideas about the changes. This helps build trust and reduces feelings of isolation. Next, implement **collaborative projects** that require team members to work together towards common goals. This not only enhances teamwork but also allows individuals to see the benefits of change firsthand. By engaging in joint problem-solving, team members can share diverse perspectives, leading to innovative solutions and a sense of ownership over the process. Additionally, recognize and celebrate collaborative efforts.

Involve team members in the process: Involve team members in the planning and decision-making process of the digital transformation. This will make them feel more invested in the change and more likely to support it. Encourage open communication and feedback to address any concerns or doubts they may have.

Creating a collaborative environment where team members feel valued and supported is key to reducing resistance to change. Encourage an atmosphere where questions are welcomed, and knowledge is freely shared. Peer-to-peer learning is particularly effective, enabling team members to benefit from each other’s experiences and fostering a sense of camaraderie. Such an inclusive environment builds trust and helps prevent feelings of isolation, ensuring that everyone feels part of the journey during times of change. Again, cohesion is paramount.

Collaboration doesn’t always mean getting everyone on the same page. It can also mean getting the right people involved in the right projects. As I’ve found, traditional creative teams are made up of incredibly artistic and talented individuals. I’ve seen friction specifically in asking these teams to produce lower quality assets for social purposes. I’ve learned the better team for social ads is the brand team. Incorporating organic pieces, influencers, and trending creative styles can create incredible results at the operating speed of social trends. There are times for both teams to have their involvement. Appreciating each team for their unique skill sets and results is vital to cross functional collaboration.

Providing the opportunity to each member of the group a real sense of ownership in the change strategy direction should be among the first steps before its execution phase. By everyone becoming a stakeholder in a strategy, meaningful engagement is almost guaranteed as the strategy is not something forced upon the group, rather a collective decision to do what's right for itself and ultimately its customers.

I am a firm believer in empowering team members. This not only brings different perspectives to the conversation but also greatly strengthens the strategy and the solution that follows. Of course, I want to call out where the line starts and ends. As a leader, one needs to use emotional intelligence to understand the team's skills, gain trust, and be transparent if there is a misalignment. This is key and crucial for a leader to carefully navigate this principle that can put your team and eventually your organization on THE path to success.

Empodera a tu equipo como copilotos en la ruta del cambio: involúcralos en las decisiones y verás cómo su compromiso impulsa el éxito, revelando líderes que guiarán el viaje hacia la transformación digital.

Es importante que tu equipo tenga la capacidad de tomar decisiones, decisiones que pueden favorecer a la empresa o que tal vez puedan ser grandes lecciones para todo el equipo, pero lo importante es empoderar al equipo y estar dispuestos a aprender juntos, no hay forma de hacer las cosas diferentes si siempre decidimos tomar "el camino seguro" de las decisiones que usualmente se tomarían, el campo de lo incierto puede ser un campo inexplorado donde se descubran nuevas formas de hacer mejor las cosas.

To handle resistance to change within the digital strategy team, I would start by genuinely listening to their concerns and understanding their perspectives to build trust. I would communicate the vision behind the change, emphasizing its benefits and aligning it with both team and organizational goals. By encouraging collaboration and involving the team in the decision-making process, I aim to make them feel valued and empowered. Providing support, such as training and resources, would help ease the transition while celebrating small wins would boost morale and show progress. Throughout this process, I would remain patient and open to feedback, ensuring a balanced approach that fosters a positive and inclusive environment for change.

By addressing resistance thoughtfully and strategically, you can turn potential conflict into an opportunity for growth and innovation, ultimately leading to a successful digital transformation.

The beauty of digital marketing is that we have numerous tools out there which can readily track tangible results in real time. Constantly measuring progress of a digital strategy can provide the project owner and its collaborators meaningful data on where they are, how they're doing and what's working. Transparency is key to getting everyone on board, appreciating the strategy at hand and recognising each contribution's impact.

It's natural for teams to be resistant to change. New things are unknown quantities. I think the key is building up a track record so others buy into a new direction. That means monitoring the success of new initiatives and being open to discuss and diagnose failures collectively too.

Effectively monitoring progress is essential to ensuring that your digital strategy stays on course. Set well-defined milestones that give your team clear targets to aim for and celebrate these achievements to maintain momentum. Regular, constructive feedback is vital—it helps your team to understand both their successes and the areas that require further attention. By recognising and rewarding progress, you not only boost morale but also embed the new digital practices within the team’s culture. This ongoing process of monitoring and feedback plays a crucial role in reducing resistance and fostering a sustained commitment to change.