You can start by asking them what changes they would recommend. Once you engage in dialogue you can get to a place of understanding. In some cases they may have productive input. If not at least you can discuss your reasoning and agree that their input is important. Team members need to be heard. Once you develop a team who collaborate you truly have a team.

Engage employees resistant to change in change process to actively focus on their concerns Empower employees to envision bigger picture of change while answering,"What's in it for me?" Conduct an "Employee Engagement Survey", adjust the strategy of change based on the feedback received Recommended change implementation process: Create a "Change Mindset" Involve inspiring leaders in crafting change strategy. Communicate change strategy. Gather feedback. Address employees concerns. Innovate. Improve the strategy. Kurt Lewin's Force field analysis was used by General Motors and Nokia to systematically analyze change Bridge's Transition Model and Kübler Ross grief model can be used to study the impact of change process on employees

In my experience, leading change requires leading by example. During the implementation of a new cross-functional system, I encountered initial resistance from the team due to uncertainty. To address this, I not only communicated the benefits of the change but also took the lead in executing key tasks, demonstrating how to carry them out and taking on the effort myself. This hands-on approach built trust and motivated the team, turning resistance into commitment and ensuring a successful transition. Leading through action made all the difference in driving engagement and results. #LeadershipByExample #ChangeManagement #TeamMotivation #EmpathyInLeadership #WorkplaceTransformation #CommunicationIsKey #LeadFromTheFront #TrustBuilding

Any process of change is confronted by a given fact of resistance to it, which generally hails out of uncertainty or even fear of the unknown. The management of resistance is allowed through open lines of communication that may be provided for airing their apprehensions in a non-confrontational environment. Justify the "why" for the change, and when possible, the long-term vision and benefits. Engage them in the process and make them feel valued by calling for input. The transition will be smooth and easy if you support them with whatever adjustment it takes, sometimes training or resources. Leading with empathy, transparency, and inclusivity can turn resistance into acceptance and build momentum for successful implementation.