Your team is resistant to change with the new strategic plan. How can you win them over?

I leaned on McKinsey’s 7S Framework to align structure, style, and shared values when leading a strategic overhaul in a performance revamp project. Instead of pushing change, I painted a clear 'why' and connected it to team goals through storytelling and visuals. We held a "vision-to-action" workshop where teams co-created outcomes, making it theirs. For a deeper dive, "Switch" by Chip & Dan Heath is a great guide. Change is like switching from flip-flops to sneakers—you'll thank yourself after the first sprint. 🏃♂️👟 Do follow for more insights like this! ♻️

I found in such case most effective tool is to motivate and inform the advantages to team and how it will made their working life easy and better. I also believe to talk to them personally on a weekly basis for 4-5 cycle of meeting so that they develop faith in system and people and management behind the change.

To win over a resistant team, listen to their concerns first. Clearly explain the 'why' and benefits – how it helps them. Involve them in the process. This approach builds trust, turning resistance into momentum for the new plan.

Totally agree, a clear and honest communication is the best way to overcome team resistance to change, yet if they don’t have the ability to change then it’s another story.

Have a conversation about it. Ask questions that acknowledge you hear their concerns and want them to be a part of perfecting the process by providing their concerns. Talk through the possibilities and ways to troubleshoot in the moment and for the long term. Remind them that you will be there to help them through it all, and mean it. Remain positive and confident in what you're selling them, and remind them that you're confident in them to make them feel positive.

so first of all, i believe using the term of "winning over them" in the question is not the best word choosing, it's not about winning, it's about changing the perspective and making them deeply understand why the new approach would be better, by forcing any team member to do what they actually don't believe in, the final outcome and result wouldn't be very satisfying

Bring your team into the process. Ask for their ideas, listen to their input, and make them feel heard. When people have a hand in shaping change, they're much more likely to support it.

Winning Trust is very important before we implement Strategic plan. Further they should be partnered in the decision making of implementing such steps which help in positive stride rather resistance from team!

First I'll try to get everyone's attention as much I can then mostly I'll try to explain why my strategy works best. Then I'll mention other's strategies why it'll not work or why mine better then theirs. But it's so depends on situation

In my experience, I often listen to their concern and try as much to address the concerns together. Most importantly to let the team know they are part of the strategic change and their support are critical for overall success. Along the way, we can always tweak and change according to the situation. Work as a cohesive team

Even beyond training would be to ask people, "what is causing the resistance?" (that is, don't guess. ask.) If you are genuinely interested in knowing and trying to help, my experience is that most people will begin to accept the change.

What also works is to call out the White Elephant in the room. A lot of unasked questions are what are bothering. No one wants to ask and risk exposing themselves, step in their shoes and answer those. This projects authenticity and empathy

One solution is continuous team training, which teaches people new paths using their knowledge levels and introduces new plans to promote them on the path to work and put them on the path to work and income. If this training is seen as short-term efficiency in the work of the individual and the training team, the team will definitely not resist the new plan and even the team itself will present the new plan.

Change often looks like a cliff—scary until you build a bridge. In my experience, resistance melted when I turned the unknown into an upgrade. I created a “Skill Sprint Week”—bite-sized training with real-world tasks and instant wins. People fear what exposes their gaps; training fills them. Context: fear is silent, but action is loud. Example: a senior team member feared tech shifts—after hands-on demos, he became the loudest supporter. Importance: knowledge builds courage. Conclusion: Equip before you expect. When people feel prepared, change becomes a ladder, not a leap—and they climb it with confidence, not reluctance.

Beyond training it’s critical to start with the attitudes and behaviours of the team. If there are unhelpful mindsets at play (this won’t work, the way we’ve always done things is better/easier) then no change will be sustainable. Senior sponsorship is also critical to hold the space for these conversations and resulting shifts to take place.

Winning over a resistant team starts with recognizing their efforts. A personal approach works wonders—highlight individual contributions in meetings, send handwritten notes, or give shout-outs in team chats. Share my own journey with adapting to change, showing vulnerability and openness. Align the strategic plan with their goals, demonstrating how it benefits them personally and professionally. Offer incentives for early adopters and create a culture where feedback is valued. Most importantly, make them feel heard—engage in one-on-one conversations, listen to concerns, and implement their suggestions. Change becomes easier when people feel appreciated, involved, and secure in their roles.

Recognizing even the smallest efforts can truly be a catalyst in shifting team dynamics, especially during transitions. Celebrating progress, not just outcomes, reinforces a growth mindset and helps build momentum.

People don’t resist change—they resist feeling invisible in it. I once put a “Wall of Firsts” in our office, celebrating each person’s first win under the new strategy, no matter how small. One shy analyst got recognized for her first client call, and suddenly others leaned in too. Context: effort is the seed of transformation, and recognition is the water. Importance: praise turns pressure into pride. Example: small rewards like handwritten notes or shout-outs in meetings became cultural fuel. Conclusion: when people see their efforts valued, they stop surviving the change—and start shaping it with heart and hope

Create & manage momentum is crucial, especially under the complacency situation at top level. In my experience, to ignite the change momentum in a complacent leadership team, begin by presenting credible market shifts or customer insights to create a sense of urgency. Identify internal influencers who are open to change & position them as champions. Initiate cross-functional projects tied to strategic goals, with top leaders acting as sponsors to build ownership. Use structured workshops to encourage open dialogue, turning silos into sources of insight. Finally, connect innovation efforts to the company’s legacy & founding mission, making change feel like a natural evolution rather than a threat—honoring the past while building the future

1. Communicate the Vision Clearly – Show the why behind the change. People align better when they see the bigger picture and how it affects their role. 2. Foster Inclusion – Involve the team early. Feedback sessions and co-creation build ownership and reduce resistance. 3. Support with Training & Empathy – Equip people with the right tools and listen to their concerns. Change is easier when people feel prepared and supported. Leading change isn’t just about direction—it’s about connection. How do you handle resistance during big shifts? #Leadership #ChangeManagement #Strategy #Teamwork

Change is not a moment—it’s a movement. I learned that early wins fade if not fueled. So, I built a “Change Pulse” rhythm—biweekly check-ins, feedback loops, and tiny course-corrections. Context: people don’t resist change—they resist fading support. Example: when progress felt slow, I shared progress dashboards and even invited team shout-outs to rekindle fire. Importance: sustaining isn’t about pressure—it’s about presence. Keep showing up, keep listening, keep evolving. Conclusion: momentum isn’t speed—it’s steady energy. Keep fueling belief, celebrating growth, and adapting together. That’s how change sticks—not as a disruption, but as the new normal everyone’s proud of