How does a coach handle resistance to change? Many humans are creatures of habit. They like their routine and feel uncomfortable or hesitant when that consistency is broken. Change is often necessary in the workplace, and it is essential to get your team on board.
As a leader, there are many coaching techniques you can use to help your staff overcome their resistance to change. Instead of reacting to charged emotions that can create a stressful atmosphere, it is best to trust that your staff has a good reason for their reaction and to try to understand it. When people feel heard, the charged emotions tend to dissipate, and everyone can get back into the flow quickly.
It is important to recognize that not everyone will react to change in the same way. Most people will accept change if they understand the personal and business case behind it. However, there are some who will oppose change no matter what, and this should be taken into consideration.
By taking the time to understand the resistance to change and to coach your team through the transition, you can ensure a smoother process and a successful outcome.
There are a million reasons to stay the same, when you feel pressure to change. In my opinion change is great if someone else is doing it. Resistance is the point of potential growth.
There are several sources to resistance, like lack of confidence, which corresponds to unbelief. When you don't believe in yourself, you resit making changes. Who wants to try when failure seems inevitable? Arrogance is another source to resistance, where it's others who have the problem. Another and very prevalent source is lack of passion, where a feeling of unimportance surrounds ones tasks.
In this SIM, you have been the manager at a sales company for 6 months now. You are in the process of implementing new CRM Software. The software is anticipated to increase sales, improve customer service, and more efficiently automate current processes.
You’ve brought in an SME to train your employees on the new system. One employee, Sandy, is resistant the change. She has been vocal about her dislike of the new system and her disbelief that it will improve processes. Sandy is your direct report and has worked with the company for 10 years as a salesperson. You have a good relationship with Sandy and have not had performance issues with her since you started as manager.
As Sandy’s coach, help her navigate a challenging change and give her the tools she needs to be successful through it. Support her from being a resistor of change to someone who can see the benefits of the change and the positive impact it can bring.