You're facing resistance from your team on program changes. How can you win them over?

One of the root causes of such a resistance is not understanding the change, reasons, business case, priorities. Talk to the team, bring a perspective, explain, listen, ask for feedback, regroup, engage. Be honest, transparent, the team will follow.

One time at work, I introduced a new deployment workflow using Git for our WordPress projects, replacing direct cPanel edits. The team resisted, worried it’d slow them down. I didn’t push it immediately—instead, I ran a short session showing how Git could prevent accidental overwrites and speed up collaboration. Then, I let one member test it on a low-risk project. Seeing fewer bugs and easier rollbacks won them over. In my experience, giving space to learn and involving the team in the “why” behind change turns resistance into buy-in faster than forcing new tools.

To mitigate resistance to program changes, begin by understanding the team's concerns through direct conversations. This step involves actively listening to their apprehensions and acknowledging the difficulties they anticipate. Clarify the reasons for the changes, highlighting how they align with broader organizational objectives and the specific benefits they bring to the team. Support your explanations with concrete examples or relevant data. Involve the team in the change process by seeking their suggestions on implementation strategies. Integrating their ideas not only values their input but also make them co-architects of the change. Additionally, provide necessary training and support to help them transition smoothly.

The most important part of communication is authentism and transparent. Explain what brought around the changes and why the short turn around and make the team part of the solution not the problem.

Gain your team's trust by outlining the rationale and benefits of the changes clearly. -Involve them actively by: -Seeking their input and encouraging ownership over the process. -Highlight success stories or data to demonstrate the value of the new program. -Provide necessary training and resources to ensure a smoother transition. -Recognize and celebrate their contributions along the way to foster motivation and cooperation. -Inspire collaboration by focusing on shared goals and creating a supportive environment for embracing change.

One time at work, I proposed switching our WordPress theme framework to a block-based system for better performance and scalability. The team was hesitant, thinking it would increase their workload. I showed them how reusable blocks could speed up future builds and reduce client revisions. I also highlighted how mastering this would boost their skillset and portfolio value. In our next project, we saved 30% development time. In my experience, when you tie changes to both team growth and client results, the benefits feel personal—and that’s when true adoption happens.

It's 2025, April, we're in a period of enormous change, local, global, tariffs, market freefall, you name it. All we can do is understand the change and know to tackle it from our perspective. Resistance won't help.

Once you've listened to your team - and I mean really listened to your team - and understand the why behind the pushback, you can then move on to communicating the benefits of the changes. Here are some tips: 1.) Communicate the "Why" of the benefits. Not in a “because leadership said so” way, but in terms that matter to them: less rework, clearer goals, better outcomes. 2.) Connect the dots. Show how the changes solve their pain points or set them up for success. 3.) Keep the conversation going. Change isn’t a one-meeting deal. Follow up, stay visible, and keep the dialogue open. People follow what they understand, and more importantly, what they believe in! 🎯

One time at work, I needed to standardize our WordPress plugin stack for faster delivery. Instead of mandating tools, I asked the team to vote on preferred plugins for SEO, caching, and security based on past experience. We discussed pros and cons, and even tested a few before finalizing. This not only boosted engagement but also surfaced lesser-known plugins that worked better. In my experience, when the team helps shape the solution, they take ownership of it—and that’s when real commitment kicks in.

Rolling out program changes without involving the team is like planning a surprise party and forgetting to invite the guests... no one is showing up and the execution is a flop. 😅 Here are some tips on engaging your team: 1.) Bring them into the process. Ask for input early and often. People support what they help shape. 2.) Give them ownership. Let team members lead pieces of the change. It builds trust, and more importantly, accountability. 3.) Celebrate small wins. Acknowledge progress to keep momentum and morale up. Involvement turns resistance into commitment. Engagement isn’t a checkbox, it’s a meaningful, impactful solution! 🤝

One time at work, we moved from classic WordPress editors to full-site editing with Gutenberg. Some team members were unsure how to adapt, so I created a mini-training series with real client scenarios, hands-on tasks, and recorded walkthroughs. Instead of a one-time session, I offered ongoing Slack support and weekly Q&As. Within two weeks, the team was confidently building dynamic layouts without custom code. In my experience, breaking training into digestible, real-use lessons and staying available for support makes even big shifts feel manageable.

If you've never driven a car, it's not recommended that you learn by entering the Daytona 500. It usually takes a lot of Training to get there. In the same vain, program changes will result in changes to the system. And if you want those changes to be effective, you'll want to invest in training! Here are some tips: 1.) Invest in training early. Training is not just something you do at the end. You'll want to equip your team from the start. 2.) Make it relevant and accessible. Tailor sessions to real workflows, not just theoretical slides. 3.) Follow up often. Offer ongoing support and resources to reinforce learning. When people feel prepared, they stop resisting and start engaging. Training isn't optional - it's a foundation!

Getting through program changes without celebrating milestones is like running a marathon with no water stations - exhausting and demoralizing! Here are some tips to keep morale high and momentum strong: 1.) Mark the wins. Big or small, every milestone reached deserves recognition. 2.) Make it meaningful. Tie celebrations to team values, not just deliverables. 3.) Shine a spotlight. Call out contributions publicly, because people rally when they feel seen and their contributions are appreciated. Progress feels better when it’s acknowledged. Milestone celebrations aren’t fluff - they’re fuel!

One time at work, after successfully migrating 10+ client sites to a new WordPress hosting platform, I surprised the team with a virtual “Site Launch Party” on Zoom. We shared wins, funny bugs we squashed, and I gave shoutouts to individuals who went the extra mile. I even created digital badges for everyone's Slack profiles. In my experience, celebrating small wins—especially after a stressful rollout—boosts morale and reminds the team that their work matters. It turned a tough transition into a shared achievement we still talk about.

It starts with not trying to win them over. Remember, there’s nothing to win. Changing programs should always be acknowledged as a pure leadership call. That means…. you could be wrong you could be right you could be embarrassed No matter what, the team is the winner. Non-founders often forget: Your team only exists because of a need for a task. But your team does well because of the care you give them. Trust = care = attention Be confident in your direction. But not so ridged you can’t change course. Trust is built like this. What do you think?

One time at work, I had to phase out a custom-built theme a teammate had developed, replacing it with a more scalable block-based system. I knew this could feel personal, so I spoke with him directly, explaining the reasons and showing how we’d preserve his work in our internal library. I invited him to help lead the transition, which built mutual respect. In my experience, being upfront, involving people early, and honoring their contributions—even during change—builds real trust. It turned a potential conflict into a moment of growth for both of us.