Why Do We Resist Change? Our brains are wired for safety & energy conservation, so change can feel like a threat—especially for long-term employees accustomed to familiar routines. Resistance is natural, but there are key steps to encourage adaptability: 1) Information: When people understand personal impact of change, they can weigh benefits & decide whether to engage. With enough clarity, they may even become advocates for it. 2) Clear Communication: Without shared understanding, terms like "agile working", "Hot Desking" can be interpreted differently, leading to confusion. Consistent, clear language is crucial. 3) Defining the Why: When the "Why" - Purpose is understood, teams align with priorities & goals more effectively.

Buy them the book Crucial Influence (a NYT Best Seller). It is under $25 and once they have read it they will never see the world the same again. By reading it they will learn how to change their own and others behaviour - either in your personal life or in a business context. It will completely change the way they see behaviour change. Buying it as a gift for them is a great thing to do and also by reading it they will be able to internalise the Behaviour Change Model on their own in their own time - you are not preaching to them - it shows respect.

Change is hard for everyone, but it's particularly hard for someone who has been doing something the same way for a long time (like a long-tenured employee). Three tips: 1. Start with the why. Change for change's sake is demotivating. Hopefully your change has reasons behind it that are clear and compelling. 2. Focus on how the change benefits them. While the why is the big picture, most employees are going to care first about the small picture: how will this change affect ME? Hopefully, your change is going to help them, so tell them how! 3. Explain what is staying the same. Change often feels more overwhelming than it is. If you can explain what is NOT changing, that often mitigates fear about what IS changing.

In my personal experience, people want to change but do not like to be changed. What this means? People wants to change, but needs the correct information to accept the reason for change. Operational changes can not be forced, people needs to understand the why, the how and what's in it for me. If we can effectively answer and communicate these 3 questions, it will be a lot easier to have this long-term employees shifting towards the required strategy changes. We will still have some detractors, but this is part of any attempt to change Operational and strategy practices. The important thing is to turn the early adopters into positive messengers of the organization goals.

These employees really care! - That is why they show resistance. This resistance is caused by: fear, uncertainty or doubt. Most of the time they have the feeling they are not involved and have too little control over the changes. Or they don't know how to handle the changes. > Get clear on their concerns. How empathy and ask they about their concerns. Try to really get the why behind it. > Try to take away these concerns. Show them what the benefits are. > Help them. > Involve them! This one is really important. Ask about their feedback and keep hem updated.

Long-term employees have a wealth of knowledge about the domain, organization, networks, history. They could be a true asset when they are engaged in the change and if they truly feel engaged. It is key to acknowledge their experience and value their contributions. Their work brought the organization to the current state. Communicate and explain the "Why" behind the change, value the past but highlight the need to change. Provide them communication channel where they can share their concern in a "safe" environment. Ideally involve them in the change process with their inputs & questions. Maybe assign them as mentors for more junior people. Make it visible how their contributions to the change influence the success of the change.

I once worked with a company introducing a new CRM system, and the long-term sales team was resistant to change. They were comfortable with their old processes and skeptical of the new system. To ease the transition, I invited some of the most experienced employees to test the system and offer feedback, showing them that their input was valued. I also clearly communicated how the CRM would reduce manual tasks and improve efficiency. Finally, we provided hands-on training and ongoing support to ensure they felt equipped. In time, their resistance faded as they saw the benefits and felt more confident using the new system. How have others navigated similar challenges?

To overcome skepticism from long-term employees regarding change strategies, start by acknowledging their concerns and validating their experience within the organisation. Communicate transparently about the reasons for the change and the benefits it will bring, not just for the company but for them personally (WIIFM). Involve them in the change process by seeking their input and leveraging their expertise to shape the new strategies. Provide training and resources to support them through the transition. Celebrate small wins to build momentum and demonstrate the positive impact of the change. Lastly, foster a culture of continuous feedback, ensuring they feel heard and valued throughout the process.

Para lidar com o ceticismo de funcionários de longo prazo, consideraria os seguintes passos: - Comunicar claramente os motivos e benefícios das mudanças. - Ouvir e envolver os funcionários, pedindo feedback e valorizando suas sugestões. - Implementar mudanças gradativas para facilitar a adaptação. - Aplicar treinamento e ajuda durante a transição. - Reconhecer e valorizar o esforço dos funcionários ao longo do processo. Acredito que esses passos ajudam a tornar a mudança mais aceitável e bem-sucedida.

From personal experience, actively listening to the concerns of employees and showing respect for their contributions over the years is invaluable. Furthermore, why the change is necessary should be clearly articulated with the aid of data, and the benefits it will bring to the team and the organisation. Also, involve employees in the decision-making process where possible and encourage long-term employees to lead or champion certain aspects of the change. This not only boosts their confidence but also leverages their experience in a way that supports the transition.