Sua equipe está hesitante sobre o novo processo. Como você pode inspirá-los a ver seus benefícios?

Before you can address any hesitations, it's crucial to understand exactly what they are. Start by listening carefully to your team’s concerns without interrupting. For example, if someone is worried about a new process, let them fully explain their worries. This shows you respect their opinions and helps you grasp their concerns better, allowing you to respond more effectively.

This happens because change is difficult and commitment to change is often met with much resistance. Much of this resistance is related to how the brain responds to uncertainty and whether it prefers to stay where it perceives a sense of safety. When change is perceived as a threat or too high a leap into the unknown, navigating emotions such as worry and fear becomes unavoidable steps to avoid getting stuck or experiencing the transformation in an overly stressful way. Focusing exclusively on the logical-rational reasons that would justify moving toward change may even prove counterproductive. All change begins only when navigated from within, and through Emotional Intelligence we have the opportunity to act the transformation.

To gain the confidence of your team on new process, start with highlighting the long-term benefits such as increased efficiency, reduced workload, or improved results. Then acknowledge their hesitations and address specific fears with clear, fact-based information to build trust.

Para que la mentoría sea atractiva y a la vez eficaz, debe estar siempre atada a objetivos tangibles, establecidos por el mentee en la primera sesión, que se van trabajando y desarrollando durante todas las sesiones. Y adicionalmente, el mentor debe darle herramientas concretas, pertinentes y relevantes al mentee, con el compromiso de que empieza a usarlas en su realidad cotidiana. Este procedimiento es muy motivador tanto para el mentee como para el mentor.

First, I will open a dialogue to understand what lays beneath the team being hesitant. Then, I'll make sure that the objective of the new process clearly aligns with the company/team's strategy. Inspiration always comes as an outcome of seeing a bigger picture, so I will make sure that everyone sees it!

Ask, "What do you think is the purpose of this new process?" This helps identify any misunderstandings. Break down the process into simple, relatable terms, using analogies if needed. Highlight the benefits by asking, "How could this process make our work more efficient?" or "What advantages do you see in this new approach?" Be transparent about why the change is happening and how it aligns with the team's goals. Encourage questions and ensure everyone has a clear understanding before moving forward.

At GlobalStart, I once worked with a team hesitant about adopting a new AI-driven project management tool. To inspire them, I painted a vivid picture of how the tool would simplify their workload, increase transparency, and ultimately lead to more time for strategic thinking and innovation. I shared a clear vision of the future where their daily tasks were streamlined and their productivity enhanced.

When introducing a new process, clear communication is key. Articulate the rationale behind the change, highlighting its benefits for both the team and the organisation. Use simple language and relatable examples to ensure everyone understands the purpose. This transparency will help alleviate fears and foster a sense of ownership.

One of the most challenging but if done right, most rewarding is to influence the team to adopt new tools, processes and techniques. A few things I have found useful are to 1) LISTEN to the concerns 2) Share the IMPORTANCE highlighting on the concerned areas 3) Setup a SANDBOX for users to run real scenarios. 4) BREAK the transition into small actionable, timeboxed tasks.

Inspiring followership is a critical leadership skill that hinges on authenticity, emotional intelligence, and influential communication. Here's a proven formula I use to inspire followership: 🌟 Give gratitude to everyone present. 🌟 Share the group's journey emphasizing shared values. 🌟 Illustrate your leadership journey from ordinary to extraordinary, showcasing why you're worth following. 🌟 Highlight relevant accomplishments to establish credibility. 🌟 Connect emotionally by explaining the personal importance of the mission. 🌟 Present the consequences of inaction to emphasize the urgency. 🌟 Engage the audience by providing actionable first steps. 🌟 Demonstrate your unwavering commitment to the collective effort.

I use the change curve as a discussion framework. I realise that as the boss I may be ahead of my team. This is important as they need to take the same journey as I did to engage with the new way. Just because I have moved through the curve my team may (and almost certainly will) be in a different phase of the cycle. As a leader it’s important to accept where they are and support them.

A great manager/leader will always lead by example. It’s important to stay positive whilst explaining a new process to “sell” it to your team. Change of processes can derive from all sorts of reasons, I believe it’s important to explain this and embrace the change.

During the implementation of a new data analysis tool, I actively used the tool myself and shared my experiences and benefits. Demonstrating my commitment and enthusiasm, I was able to inspire the team to engage with the tool and see its value. Focusing on this strategy, you can help your team not only see the benefits of a new process but also feel empowered and excited about embracing it.

A liderança por exemplo será uma ótima maneira de ajudar os membros da equipe a identificarem as necessidades da implementação do novo processo.

Ask, "What support do you need to feel confident in using this new process?" Offer resources, whether it’s training, time, or tools, to help ease the transition. Be available for one-on-one check-ins, and encourage them to ask questions anytime. Create a culture of peer support by asking, "How can we help each other succeed in this?" Reinforce the idea that it's okay to make mistakes as part of the learning process, and provide constructive feedback to help them improve.

As a mentor, I understand that transitioning to a new process can be challenging. It's essential to provide extensive support through training sessions, one-on-one coaching, and resources for self-learning to ensure everyone has the tools they need to succeed. Emphasize that making mistakes is a natural part of the learning process and reassure them that you're available to help navigate any challenges. Creating a supportive environment that encourages experimentation and learning is crucial for successfully adopting new processes and fostering growth.

Provide ongoing support to your team as they navigate the new process. This can include training sessions, resources, or one-on-one guidance. By being approachable and available, you create an environment where team members feel comfortable seeking help. This reassurance fosters a sense of community and encourages them to embrace change.

Identify the individual challenges with the change as well as the organisational. For the individual offer drop in sessions to discuss - for the organisation depending on the issue co-create solution with team. Always check if this is an individual or organisational issue. Ask for expert to come in to do a discovery if resistance exists. Often important as internal either not seeing issue or it’s better to have the truth spoken from outside.

In a previous role, we needed to overhaul our internal communication strategy. Instead of dictating the new process, I organized workshops where team members could voice their concerns, suggest improvements, and understand the rationale behind the change. Involving them in shaping the new approach made them feel more invested and less resistant.

Absolute Key !!! Kudoswall or thank you cards link your change process to the organisational reward structure. Make the change hero’s visible to others.

When celebrating progress, we like to kick back and enjoy the finer things in life—like toasting with expensive whiskey and puffing on stogies late into the night. It's our way of recognizing hard work and success while building camaraderie in a more relaxed, indulgent setting. Cheers to progress!

As a mentor, I believe in recognizing and celebrating even the smallest victories as your team adapts to a new process. Acknowledging both individual and collective achievements fosters a positive atmosphere and underscores the value of the new process. Celebrations don't need to be elaborate; a simple 'well done' or public recognition can significantly boost morale and motivation. By celebrating progress, you help your team connect the new process with success and satisfaction, encouraging continued effort and engagement.

As a mentor, I’ve seen how celebrating small victories can inspire a hesitant team. For instance, when introducing a new project management tool, I publicly recognized team members who embraced it early on. Simple actions like praising their efforts in meetings or hosting a lunch to celebrate hitting a milestone can boost morale. Highlighting these successes, whether through individual shout-outs or sharing positive outcomes, enabled me to help the team connect the new process with tangible achievements and foster a more positive, motivated atmosphere.

Toda e qualquer comemoração é válida -- não somente quando o Líder acha que vale a pena. A frustração de uma expectativa é notada de forma automática pelo cérebro, ou seja, os reforços positivos impulsionam o indivíduo em direção às mudanças propostas.

For all your hard work, in a few years, I'll be able to treat myself to another new car—and maybe I'll even let you sit in it! Plus, if you hit those new benchmarks, count on an invite for whiskies and stogies to celebrate in style. And let’s not forget the carrot and stick to keep things on track! Let's keep pushing forward!

As your team begins using the new process, actively seek their feedback and be open to making adjustments. This collaborative approach not only improves the process but also gives your team a sense of ownership and control over their work environment. Encourage them to suggest improvements and be proactive in implementing feasible changes. By refining the process together, you show that their input is valued and that the new method is dynamic, evolving for the betterment of everyone involved.

Pose the question, "How can we improve this process further?" Encourage the team to provide feedback on what’s working and what isn’t. Create a collaborative environment where continuous improvement is valued. Engage the team in problem-solving discussions, asking, "What tweaks would make this process more effective for us?" Regularly review and adjust the process based on their input, showing that their voices matter in shaping the way forward.

Colaboração é uma palavra-chave quando se trata de trabalho em equipe. Uma liderança e mentoria genuína sabe que manter o time engajado e entende que "comando e controle" já não responde mais às necessidades dos profissionais. Ao contrário, é fundamental praticar a escuta ativa, manter diálogo aberto e produtivo, respeitar e acolher as diferenças, dar feedback orientativo e aplicar melhorias com base nos inputs da equipe. Com essa abordagem, todos se sentem valorizados e participando ativamente da construção de um projeto ou processo de trabalho.

Encourage your team to provide feedback on the new process and actively involve them in refining it. By collaborating to make adjustments, you empower team members and make them feel invested in the outcome. This iterative approach fosters a culture of continuous improvement and helps everyone adapt more comfortably.