Veja como você pode lidar com a resistência do seu chefe à mudança de forma eficaz.

Once, while trekking🚶♂through a dense jungle🌳, I encountered a snake🐍blocking my path. Fear gripped me, leaving me unable to decide whether to risk a bite ☠️ or turn back. This taught me a powerful lesson about fear and resistance. Fear often stems from: 🕐Past Experiences: Negative encounters from past ✨New Situations: Unfamiliarity. 🏝Isolation: Lack immediate support. ☣️Real Danger: Genuine threats, like the potential bite Understanding the type of fear causing leaders' resistance allows us to provide the right knowledge📖, skills🤹, and tools🧑🔧️ to manage it. Just like I faced my fear to continue my trek, leaders must confront their fears to progress. Fear is natural, but with the right approach, it doesn’t have to hold us back.

As a leader may fear that results could worsen from a change, I believe it’s important to begin by framing the business problem you are seeking to resolve through the use of data. Share the potential benefits to the organization, return on investment, and potential risk versus the reward to illustrate your thoughtful approach.

For change to be effective and long-lasting, it must be purposeful and strategic. The boss has a mandate and a set of strategic goals to achieve. To gain their support, demonstrate through data - not opinions - why the status quo is no longer the most effective way forward, how this specific change will help him /her achieve his/her goals and how you will execute and manage risks in the implementation to secure a successful outcome. Give the boss security off data, alignment to key strat objectives, and confidence in the execution. Then, when the change effort starts rolling out, keep the boss in the loop at all times. No room for surprises!

Resistance to business change often stems from a lack of clear communication and understanding of the business case behind the proposed changes. Effective change management requires buy-in from stakeholders, which can be achieved through a well-articulated business plan that addresses the current situation, rationale for change, potential risks, and long-term benefits.

My impression is, that the resistance to change is based on experience. It's not mostly the bosses, but the employees that are afraid of change. Poeple don't trust AI and IT system that support Automatisation often, because they are afraid of loosing their routine and in worst case the jobs. Maybe the same is the also blocking managers, but additionally the experience, that they have to fight their employees for changes and that projects for change are not successful or at least super expensive and much longer then planned. I see me as a specialist to convince people to change and showing they new ways of working. But this needs a lot of time and you have to take time to learn, how the poeple are working now and listen to their arguments.

It’s infinitely important to build trust with your leaders. I am always honest with them explain the complex concepts of IT in terms that make sense to them. They have to understand every department’s complexities, so make it easy on them.

Estabelecer uma relação de confiança é fundamental para que seu chefe se sinta mais confortável com a mudança. Se o assunto é referente a monitoramento, mostre exemplos concretos de outras empresas que implementaram Zabbix, Grafana, Prometheus ou Datadog com sucesso, melhorando significativamente sua monitorização e desempenho. Compartilhe estudos de caso e resultados positivos para construir confiança na viabilidade das mudanças propostas.

The manager is to be regarded as a product or business owner. He is a key stakeholder for those who want change and innovation. They must be trusted. The best way to do this is to enable imagination. This can be a visit to another company that is already successfully implementing the new. It can be studies and quantitative evidence. In any case, the manager - if he is not the "explorer" type - needs evidence from the past that something like this can be successful.

La confiance est facteur de réussite que le Manager doit passer un message fort à ses collaborateurs pour résister devant les difficultés ainsi que chaque collaborateur devrait faire confiance en soi même et en son entourage professionnel tout au long du processus. Avec le temps passé su travail et l'évolution de l'expérience acquise on peut avoir de la confiance en soi.

It's very rare to find yourself working with a senior manager who is resistant to the change they are supposed to be driving -they may have their reservations, but as a senior manager they are required to carry out the instructions that have been agreed at a strategic level. However if we are to talk about building trust, one of the key areas one can gain ones bosses' trust - is being very knowledgeable about the change in question, be able to demonstrate a plethora of experience by sharing insights, dealing with challenges and resolving issues - you are very likely to gain the respect of your bosses in these type of scenarios.

Following up with my comments on fear, the benefits of the change need to be clear for everyone involved. Why do we need to change? What do we want to achieve and how does the end vision look like? How do get from today's situation to the future state? These questions should (together with your boss) elaborated in a dialogue. In this context, I would also suggest putting your ideas and solutions on a second priority. Listen first to what your boss has to say about it. Then build on the synergy of a joint solution.

I had faced the challenge 😥 of changing our progress reporting 📈to the client, aiming for a more streamlined method that focused on "working software as the primary measure of progress." This required shifting from detailed PPTs 📊 to interactive review and demo sessions.📺 Our manager was skeptical 😬about detailed reports, maintaining records, team's presentation skills, and clients perception of new format. 🤷 I was able to instill confidence by explaining benefits: 1.Focus on value delivery.👓 2.Better engagement of stakeholders.🍻 3.Increased team accountability & motivation.😃 4.Faster feedback and actions.➿ 5.Time savings for leadership.⏳️ This helped in aligning expectations & gaining support to execute the change.

It isn't easy to change without communicating the benefits that an organization would gain by implementing the change activity. While driving a change initiative it is necessary that we showcase, how the change is going to impact the larger audience in the organization and all the stakeholders and how is the change initiative in line with the Vision of the organization. One who wants to drive change should be able to communicate how such change would help resolve an existing concern for the organization.

Additionally, present data and case studies that demonstrate the success of similar changes in other organizations. This evidence can help build confidence in the proposed change. Be transparent about the potential challenges and have a plan to address them, showing your boss that you are prepared and proactive. By directly linking the change to your boss’s personal and professional interests, you make the benefits more tangible and relevant, increasing the likelihood of gaining their support.

The truth is - not every organisational change is welcomed with open arms and that is why, it doesn't make any sense to set out to please anyone or group of people. We all know that in business, the organisation has its own identity - when it comes to ensuring that sufficient value and benefit are delivered, the needs of the organisation are what becomes the focus - the need for it to grow, survive and thrive - because only then can it go on to benefit its various stakeholders. And so a lot of times, people are resistant to change not because they don't believe it is good for the organisation, but because they don't want the change because it is somehow perceived as being detrimental to them.

Yes, you can offer support. You can come in as an objective individual asked to do a job. You can have empathy but not be biased - and you can use your skills, experience and knowledge to help navigate a difficult journey. This is where your soft skills can be very useful - being able to influence, listen, negotiate and be accommodating.

This is not something you can accomplish off the cuff. An in-depth analysis is critical to help with the communication of the change to the team. Be sure to communicate about the impact your boss believes the change will have on how he leads the team. It may create extra work. If it does, offer to help with some of that. Once the boss feels they can trust your input, they'll ask for more of it over time.

Support is a very important fact here. The manager usually has a whole bouquet of topics. Now an employee comes up with a new idea. How should he do it? He thinks about the many approval processes and is already getting tired. The manager has to make it clear to the employee: Having an idea is not enough. A very clear plan is also needed, not only to implement the idea, but also to relieve the manager's / business owner's approval processes.

Esta es una de las claves del proceso. Habitualmente una de los factores que más asusta del cambio, es precisamente , el "ruido" que éste pueda hacer en la organización y los problemas colaterales que pueden surgir asociado al mismo, así como la importante carga profesional que pueden suponee determinados proyectos. Mostrar una disposición a echarse a la espalda el proyecto, es una manera de reforzar nuestro mensaje de que creemos la necesidad del cambio y asumir la responsabilidad. Muestra compromiso y entusiasmo.

You can help but more important is to identify diverse team - should never be a 1 person idea. If need and going to be successful in change initiative, be facilitator, not only decision maker!!

I’ve found that disruptive change is uncomfortable and difficult for some to get behind, but small, rapid cycle changes can build momentum and buy-in from reluctant leaders.

Propor pequenas mudanças incrementais pode ser menos intimidante do que uma transformação radical. Sugira, por exemplo, começar com a implementação do Docker em um projeto piloto antes de expandir para outras aplicações, ou iniciar a integração do Grafana com um sistema específico antes de aplicar em toda a infraestrutura. Essa abordagem permite ver progressos gradualmente e facilita a adaptação.

Having interim milestones on a path to the overall objective is crucial. It will help build confidence in the path and that's how we get further along. The goal is, obviously, to get 100% to the objective but there are always new challenges and tough to reach the end.

Avantages d'une approche "par petits pas" : 1. Des résultats tangibles, même modestes, ont plus de poids qu'un discours argumenté. 2. Tester le changement ou certains de ses attributs sur quelques chantiers ou ateliers permet une meilleure maîtrise du changement voire des ajustements salutaires. 3. Choisir judicieusement où réaliser les premières étapes ou les premiers tests permet, en cas de succès, de transformer les responsables hiérarchiques qui en auront bénéficié en promoteurs du changement et en alliés.

Las organizaciones no dejan de ser un reflejo de la vida. Para llegar lejos, todo empieza con un primer paso. Para una transformación cultural, por ejemplo, no se puede entrar como elefante en cacharrería, es mucho más seguro,.dar pequeños pasos certeros, que pecar de ambiciosos.

For accountability to be effective, we must keep in mind that feedback must be given in an environment of respect and trust, so that our employees are always open to give us their comments and if they have any doubts, they can approach you as their boss so that together we can solve them.

The work place should be open to feedback from the entire team. With that being said, it needs to be data and people driven and not just fear of change. I've found that if you put a plan together and present it to the team as a framework, you can ask for their input. You'd be surprised about two things - the first is the solutions they come up with that you never thought about - the second is how smooth the change will be implemented based on the fact that the team had meaningful input into the plan.

Handling your boss's resistance to change effectively hinges on encouraging dialogue and soliciting their feedback throughout the process. This approach ensures alignment and shared understanding, making them feel part of the change rather than having it imposed on them. Regular feedback sessions allow you to adjust plans based on their insights, which can uncover unforeseen issues or perhaps resistance from a more senior leader you also need to engage. This collaborative method fosters a sense of ownership and is equally effective for addressing resistance from any team member.

Eviter l'approche "Je vais vous démontrer que j'ai raison". Au contraire, reboucler périodiquement avec le patron permet : 1. de l'impliquer et de lui permettre d'apprivoiser le changement et les craintes qu'il en avait. 2. d'identifier rapidement des critiques, des craintes nouvelles, voire des mauvaises interprétations... et de réagir immédiatement avant que cela ne prenne trop d'ampleur. 3. de l'impliquer dans certaines décisions de déploiement qui peuvent avoir des conséquences plus larges qu'attendues et dont vous ne maîtrisez pas toutes les dimensions.

Integrarlo al proceso de retroalimentación hará que el Jefe se sienta parte importante del cambio. Apreciar avances y contribución a la marcha del cambio lo hará se comprometa más con el cambio

Je pense qu'il faut aussi accepter que les autres soient réfractaires au changement. Il me semble tout à fait naturel que certains aient peur de l'inconnu. Dès lors, il est de notre devoir d'accompagner ceux-là, les inviter à vaincre cette peur et surtout à comprendre les avantages du changement qui les effraie. Après tout, chacun a envie de s'améliorer, de développer une certaine efficience dans ses tâches. Je conclus en disant que les gens n'auraient pas peur du changement mais de ses conséquences inconnues.

Think big, but start small. This can build trust and show the value with a smaller risk. I like making sure that I understand well the business strategy and my boss priproties, then find the right messages tu o fit the needed change in that narrative.

In any change process, considering the people angle is an important section. Since we are in an execution focussed world, sometimes the people part gets off the focus. The points on support, feedback, as mentioned above, are very important as it looks at the human assets that are involved in the change. Hence it's important to keep the two integrated as we give our recommendations.

Change is always occurring. Introducing a change , change increments , psychology of change , observing aspects discussed in change theories and easing blunt side of changes make a change tough or smooth. Bosses are always all out to upgrade , update and optimize . This triggers change . Studies at Boeing , Fuji , DHL , Ford and many more examples of present day more joints have highlighted that the magnitude of change and its residual affect surprises us. Management consultancies are engaged to dig out the root cause for any unwanted situation . Mostly a change may induce social / behavioural reactions , work place stress & anxieties, Reduced efficiency etc are its negative affects which must be addressed in plans for such a change.

Having a spokesperson works wonders. Having a trusted leader that has gone through the change process that you are implementing give a testimonial about the benefits to them and their team will help get others on the bus!