I think it's important to role model in these situations. If I expect the team to adopt a new process, I need to use the process myself, understand the advantages and possible shortcomings, so that I can speak from experience and with credibility. I find this diffuses the skepticism and the team will give the new process a fair chance, while providing constructive feedback.

Skepticism is something I handle very carefully. High EQ is something I teach about too. Listening to concerns and allowing team members to be heard first is key. I am always prepared with 3 top reasons for why a certain idea, process, or new solution will benefit the organization well after I hear out their concerns. Even a new solution can have criticism or barriers to acceptance. I prepare for all angles of doubt from hearing the technical all the way to emotional level (or sometimes the “people barriers”) that they face and that could be red tape to bureaucracy. Addressing every doubt and concern with a well thought out plan often ends with a positive result because of being super prepared and allowing people to be heard first works!

La resistencia al cambio, el escepticismo frente a lo nuevo, suele ser una condición más frecuente de lo que pensamos. Por ello, en vez de desgastarnos con argumentos y razones para ¨defender¨ lo nuevo, sugiero dos actividades. Pprimera: llevar a las personas a identificar oportunidades de transformación personal que les generaían grandes beneficios, al tiempo que deben encontrar los escollos a superar para lograrlo. De esta manera los situaría en el proceso natural de la transformación, el cambio, la evolución. Segunda, efectuando un ejercicio de visión de futuro sobre el proceso actual, en caso de no ser modificado, ahondando en los costos y repercusiones que podría traer para las personas y la organización. Luego, hablar de lo nuevo.

You pretty much have to “sell” the process, communicating why the change is necessary. People hate change for changes sake “ so you’ll definitely get buy in and understanding if you communicate the “why”. Showing evidence to back up your reasoning for new processes will further convince them of the benefit for example increased efficiency or better outcomes etc. involve them in the process always helps because often teams know the answers. Provide training and support for the roll out to set them up for success.

To win over skeptical colleagues, I believe following steps are required to win them over and to gain team's confidence and trust: 1. Explain the Benefits: I clearly share why the new process is beneficial. 2. Listen to Concerns: I address their doubts openly and honestly. 3. Show Quick Wins: Is important to demonstrate small successes to build confidence. 4. Involve Influencers: I generally prefer to engage key team members in the process. 5. Provide Training: I always plan and offer support to ease the transition. 6. Be Transparent: My communication are very open and queries are encouraged and invited for more clarifications This approach helps build trust and gradually gains their support.