Wiederholtes Hinterfragen kann Misstrauen oder echte Unsicherheiten widerspiegeln. Statt es als Widerstand zu sehen, nutzen Sie es als Chance: Lassen Sie das Teammitglied eine eigene Lösung für eine konkrete Entscheidung erarbeiten – mit klaren Kriterien und Konsequenzen. So wird aus Opposition Verantwortung. Gleichzeitig sollten Sie offen reflektieren: Ist Ihr Entscheidungsprozess wirklich transparent? Widerstand verschwindet oft, wenn Menschen sich ernst genommen fühlen und ihre Ideen erproben dürfen. Vertrauen entsteht nicht durch Überzeugung, sondern durch erlebte Mitgestaltung. Wer Lösungen selbst entwickelt, hinterfragt weniger – weil er Teil der Entscheidung wurde.

To regain a team member's trust and cooperation after they’ve consistently challenged your decisions, it’s essential to approach the situation with openness and empathy. Start by having a candid conversation to understand their concerns and the reasons behind their challenges. Acknowledge their perspective and validate their input, while also explaining your rationale. Encourage open dialogue, ensuring they feel heard and respected. By fostering a collaborative environment and demonstrating a willingness to listen and adapt, you can rebuild trust and work together toward mutual goals.

Give people the opportunity to make decisions. Don’t make the decisions for them. Asking others questions is how we help others to think for themselves so that they can do the same. When I begin to lead new team, it fills me with so much joy. It gives me the opportunity to lead more people, help more people, and spread my message even further. There is nothing better than leading a team through a transformation or a change, and seeing them grow throughout the process. My process is to ask the team a lot of open questions, so that I dig deep into their minds and get them thinking deeply. Some of the questions I ask, I already know what they are going to say. However, sometimes I have no idea.

A challenging team member often signals engagement, not defiance. Acknowledge their concerns — active listening builds trust. Explain the rationale behind your decisions transparently, inviting constructive input. Align on shared goals to shift focus from "who's right" to "what's best." Empower them with ownership in decision-making where possible. Foster a culture of mutual respect by appreciating their perspective, even if you disagree. If friction persists, a direct one-on-one conversation can clarify expectations and reset dynamics. Ultimately, consistency in fairness, competence, and approachability strengthens cooperation. "A team is not a group of people who work together. A team is a group of people who trust each other."

La première chose à voir est pourquoi il remet en cause les décisions : est-ce uniquement pour m'agacer? Si C'est cela, il s'agit d'un problème de personne qu'il s'agit de traiter les yeux dans les yeux, calmement. S'il s'agit d'une question de fond, il convient d'écouter sa position en essayant de voir s'il existe des aspects positifs et lesquels. C'est important de savoir se remettre en question, sans pour autant jeter le bébé avec l'eau du bain. Dans un deuxième temps, il peut être utile de réfléchir ensemble, s'il est possible d'accorder ses violons en vue du bien commun, pour faire avancer les choses.