Your team is pushing back on new marketing operations processes. How can you overcome their resistance?

In a team, few are reluctant to a change, when you introduce a new marketing process most of them will find cons. First, it is important to Listen to the problem they are facing or may face while executing the process, understand it, Explain the process, and if required train for the same. Initial pushbacks are there but if the problem is solved and benefits are conveyed properly it is a win-win situation for both sides.

Listening is super important and try to understand why people are reluctant. Is it because they don’t understand the need for the new process or don’t understand the new process or because they are too used to the old way and are scared to change, are there any other reasons? Acknowledge their concerns and listen carefully, maybe some of the things they bring up will need to be addressed and added to the process to ensure all angles are covered (maybe you missed something in the process so getting everyone feedback is super important).

When facing resistance to new marketing operations processes, start by listening to your team’s concerns. Understanding their perspectives helps address valid points and builds trust. Clearly communicate the reasons behind the changes, highlighting how they align with business goals and benefit the team. Offer comprehensive training and support to ensure everyone feels confident with the new processes. Consider running a pilot program to demonstrate success and gather feedback, showing that their input matters. Finally, celebrate early wins to motivate and encourage wider adoption across the team.

People often push back on what they don't quite understand. Schedule one-on-one meetings with dissenters to hear them out. Listen to what they have to say and be curious and willing to evaluate data they may have to support their idea. Even if they don't have data and their support is anecdotal, it may be worth considering.

80% of resistance can be fixed through active listening. Show your team that you're open to adapting a process if it solves for the customer and watch the majority of resistance disappear.

Once you listened explain why it is so important to change, what you are trying to achieve with the change and what are the expected results (increase in productivity, better ROI, reduced costs, better quality, etc). Also try to go in their shoes, what’s in it for them, how will it help them. Finally prepare some comprehensive enablement sessions and how to documents so people are trained on new processes. Let them know how to reach out if they have questions or where to check for more information.

It's crucial to communicate the 'why' behind new processes. Explain how these changes align with overall business goals and can lead to improved performance and results. When your team understands the bigger picture, they're more likely to support the operational shift. Make sure to articulate the benefits that directly impact them, such as time savings or enhanced capabilities, which can help in turning skepticism into enthusiasm.

People are far less likely to oppose ideas if they know the reasons behind them. This is one reason why good managers are good explainers. Explain the rationale, the benefits, the logic, and the expected results when outlining new marketing processes and team members will often support the initiative.

Start small with pilot programs to demonstrate the effectiveness of new processes. Select a willing subset of your team to trial the changes and provide feedback. This can help fine-tune the processes before a full rollout and creates internal champions who can advocate for the change based on their positive experiences. Seeing success firsthand can dispel doubts and encourage broader team acceptance.

Pilot programs are marvelous for building trust. When a team sees a pilot program, they often feel eager to see results, launch tests, and observe early results. It shows that the team is willing to base decisions on data and give ideas a "dry run" in the real world as opposed to making decisions by managerial edict.

Recognize and celebrate early adopters and success stories within your team. Highlighting positive outcomes and praising efforts can motivate others to follow suit. Celebrations don't have to be grand gestures; even small acknowledgments can reinforce the value of the new processes and encourage a culture of continuous improvement and adaptation.