Resistance to change is natural. We resist because we are humans. And there is always a good reason when people resist. You don't have to agree with those reasons, but you need to understand them to manage resistance successfully. In this episode of What Monkeys Do, I have invited change management expert and best-selling author, Rick Maurer. He will explain why you shouldn't necessarily try to overcome resistance. But understand it. 

Resistance to change can occur for three reasons; People don't understand the change, they don't like the change, or they don't like you. It matters which reason it is because each requires a different approach. In the episode, Rick Maurer will tell you how to approach each reason with plenty of concrete examples. 

RICK WILL TALK ABOUT

-       The three main reasons for resistance and how to approach each of them

-       The importance of active listening and how to get better at it

-       How to feel the energy of a change - replace fear with enthusiasm in times of change

ARE YOU TOO BUSY? HERE ARE THE KEY TAKEAWAYS

In case you don't have the time now, here are a few key takeaways from the episode. I hope it inspires you to go listen to the full episode. 

People resist for a good reason

Resistance is a natural reaction to change. As a leader, you should always seek to understand that reaction and the reasons behind it. Rick Maurer has identified three reasons for resistance:

1.     They don't get it. Lack of information.

2.     They don't like it. An emotional reaction.

3.     They don't like you. A relational reaction.

Listen to the full episode to hear how you should approach each level. Rick provides us with a lot of concrete examples. 

Always start by listening

It is as obvious as it is forgotten. So, let's remind ourselves; you should always listen to the people you are trying to change. You may think you know what they are thinking. And understand what they are saying. But the truth is that we often misunderstand. First, seek to understand then to be understood as Stephen R. Covey wrote. 

Feel the energy

We often think of projects in terms of timelines, Gantt-charts and sprints or gates. That's all well and good, but maybe we should also think about energy. What is the energy towards a change? At what level are people energized towards a change? Is the energy positive or negative? Those questions are as relevant as "where are we on the Gantt-chart".