Resistance to change is natural, especially during transitional periods. As a leader and coach, my approach is: Empathy is the first step – I strive to understand the fears behind resistance and build trust. I listen actively – Creating a space to express concerns fosters collaboration and offers new perspectives. I redefine change – Highlighting growth opportunities shifts the focus from loss to potential. I co-create solutions – Team involvement strengthens ownership and commitment. By celebrating progress and fostering openness, teams not only adapt but also thrive.

Change is tough, but resistance makes it tougher! Here’s how to turn resistance into resilience: 🔹 Explain the 'Why': Clarity on the purpose behind changes fosters buy-in. 🔹 Encourage Involvement: Give team members a voice in the process to boost engagement. 🔹 Support & Train: Equip them with the right tools and guidance to ease the shift. Change isn’t about forcing adaptation—it’s about leading with understanding

Career transitions can be challenging. It is important to communicate clearly and address the concerns in person. A leader needs to ensure their new team members feel heard and supported and must be provided personalised guidance. One can ease the transition smoothly by celebrating small wins and gradually building trust.

Navigating resistance during a career transition requires a human-centered, systemic approach. Resistance isn’t the problem—it’s a signal. Here’s how I address it: 1. Create psychological safety – Resistance often stems from uncertainty. I foster open dialogue where concerns can be voiced and addressed. 2. Leverage personality strengths – People react differently to change. Understanding individual motives and strengths ensures a transition that works with them, not against them. 3. Enable co-creation – Involvement drives acceptance. I engage the team in shaping the change, turning skeptics into contributors.

If a team member is resistant to change it's tempting to think they are the problem. But what if you we approached this with curiosity rather than criticism. I find that making the time to have an honest conversation with the team member can be incredibly powerful. They may have spotted problems with the change that you were unaware of, or have personal and professional concerns. And creating the time and space to listen and understand might be all that is needed to make that team member feel safe and supported - which is often the root cause of issues in the first instance.