Vous introduisez des changements dans la stratégie produit d’une équipe sceptique. Comment gagner leur confiance et leur soutien ?

To understand concerns, you need to get the team to open up. More than likely, if you have skeptics in your team, they likely don't feel psychologically safe. You need to ensure that the product team is a psychologically safe place for them. To do this, I've always employed the hail mary tactic, especially because it is the most honest one: show vulnerability. When you show vulnerability, it opens the team up. Showing vulnerability isn't difficult, I always lead with a simple statement: "Look everyone, I'm sure things have been difficult over the last few months. I'll be honest, I'm not comfortable with a lot of things that are going on either. But I'd love to hear with you all have to as, so we can work on bringing change together."

People want to feel valued. Actively listen to their fears and concerns, visibly acknowledge them (e.g., capture on a whiteboard), and empathize with their perspectives. Highlight the merits of their approach and then introduce alternative viewpoints. This encourages flexibility and fosters a collaborative, trusting environment. #Leadership #ActiveListening #Empathy #Teamwork #TrustBuilding

Top 3 ways to win trust from any teams in case of changes 1 - Highlight Upfront 2 - Explain the need which has led to this decision and it's impact 3 - Make all the necessary updates in the documentation and tag relevant owners accordingly

Il est essentiel de comprendre le point de vue actuel de l'équipe. Engagez des conversations individuelles ou des réunions en petits groupes pour écouter activement et comprendre leurs préoccupations, leurs motivations et les raisons de leur scepticisme. Il faut prendre le temps de reconnaitre les succès et les échecs des stratégies précédentes afin de respecter leurs expériences et d'établir des relations avec les personnes qui émettent le plus de doute sur ces changements.

One way to understand concerns and to win over support is to reach out to the potential nay-sayers and/or imp stakeholders separately, have prior conversations to them, get their feedback and actively ask them " what will make you be a supporter or get on-board" - having them as supporters or disagree and commit will make your life easier in larger forums.

Why don’t scientists trust atoms? Because they make up everything! Similarly, new strategies can seem made up if you don't help your teams understand where you are going and what problems you need to solve to get there. Communicate the problems that need solving: enhancing customer engagement, adapting to market changes, and speeding up innovation. This isn't about top-down directives; it’s about collaboration. Engage your team to brainstorm, debate, and innovate together on this change. Their insights and involvement are crucial and will likely make it work. Make the strategy something you all shape and execute. Let’s build something remarkable together.

Communication can be the key to success and which can be broken down in to 2 parts such as: 1. Product vision : Showcasing a value proposition canvas of product in order to make the team understand the unique value product encompasses with a perspective of end users. Additionally empathy maps can be utilised to ensure that the team understands various personas of the product. 2. Product Roadmap: Specifying the very details of overall journey of the product roadmap with various milestones and setting objectives based on which expectations can be defined for the team. In order to do so the leadership team should also be able to identify the process which will align with the product goals and help them achieve the desired product.

Product Vision is the essence for any company and it is highly essential that your team is in alignment with it. During my work experience, I had regular townhall meetings where the whole organization would participate and the CXO's would brief about how the company is moving forward and any change in strategy is also mentioned. What the change is about, why is the change is brought about now and all other related questions are discussed, so that we can see the big picture and reap potential benefits.

Improve 10x Your Product Management Work with Rowsup.io ____ After understanding your team's concerns, clearly communicate the vision behind the changes. Explain the reasoning and expected outcomes, linking them to individual roles and overall product success. Highlight how the new strategy aligns with company goals and values, discussing potential benefits for the team and customers. A compelling narrative helps your team see the bigger picture and understand their part in it, fostering alignment and motivation.

Understand Concerns: Listen to your team's worries and address them empathetically. Communicate Vision: Clearly explain the vision behind changes, including reasoning and expected outcomes. Link to Roles: Connect changes to individual roles and overall product success. Align with Goals: Show how the new strategy aligns with company goals and values. Highlight Benefits: Discuss potential benefits for the team and customers. Create a Narrative: Craft a compelling story to help the team see the bigger picture and understand their role. This approach fosters alignment and motivation within the team.

Empower your team by involving them in the planning stages. Use their feedback to shape the strategy, which not only improves the plan but also increases their investment in its success. This could be through structured workshops or informal brainstorming sessions.

Involve your team from the start by seeking their input and feedback during the planning phase. This shows that you value their expertise and perspectives, making them feel included in the decision-making process. Listen to their concerns and address them directly, acknowledging any challenges and offering solutions or support to overcome them. Showing empathy and understanding can go a long way in alleviating their fears and building trust.

Involving the entire team in any new idea or change is crucial for a successful product development cycle. Three key aspects are vital: 1. Provide Context: Ensure the team comprehends the rationale behind the change, including the constraints and requirements driving new ideas. This helps them understand the overall thought process. 2. Present Strong Arguments: Thoroughly explain each decision, covering the reasoning, implementation, and expected outcomes. This alignment helps the team share a unified vision. 3. Be Open to Questions: Encourage team members to ask questions. Addressing their concerns will help secure their buy-in and alleviate any concerns.

Improve 10x Your Product Management Work with Rowsup.io ____ Involving your team is crucial for securing their buy-in. Engage them in the strategy development process by seeking their input and incorporating their feedback. This collaborative approach enhances the strategy and gives team members a sense of ownership over the changes. When people feel they’ve contributed to decision-making, they’re more likely to support and champion the new strategy, ensuring smoother implementation and stronger commitment.

Involvement is key to getting buy-in from my team. I'll involve them in the strategy development process by seeking their input and incorporating their feedback. This collaborative approach not only improves the strategy but also gives team members a sense of ownership over the changes. When people feel like they've contributed to the decision-making process, they're more likely to support and champion the new strategy. By working together, we can create a plan that everyone believes in and is committed to, making the transition smoother and more effective.

Improve 10x Your Product Management Work with Rowsup.io ____ Introducing new strategies often requires new skills or workflow adjustments. Offer your team the support they need to adapt through training, additional resources, or mentorship. Assure them they won't navigate these changes alone and provide a structured transition plan. This demonstrates your commitment to their professional growth and the strategy’s success, fostering confidence and resilience during the change process.

Mudanças podem ser desafiadoras, e é importante que a equipe saiba que tem seu apoio. Ofereça treinamento, recursos e suporte necessários para que possam se adaptar às novas práticas e ferramentas. Seja acessível para responder a perguntas e resolver problemas rapidamente. O suporte contínuo ajuda a reduzir a ansiedade e aumenta a confiança na nova direção.

Provide the necessary resources and training to help the team adapt to the new strategy. Assure them of ongoing support throughout the transition, addressing any challenges as they arise. Regular check-ins and open communication lines will reinforce your commitment to their success and comfort with the changes.

Be sure to offer support to your team. Organize trainings to help them get acquainted with the changes in case of a new software or tool. Give them time to learn and adapt. Change can be constant but humans are averse to change naturally.

Offer Support: Always be there to help your team through changes. Organize Trainings: Arrange training sessions to help team members understand new software or tools. Allow Time: Give your team time to learn and adapt to changes at their own pace. Acknowledge Resistance: Recognize that people naturally resist change and address their concerns empathetically. By providing support, training, and time, you can help your team smoothly transition through changes and maintain productivity.

Share Successes: Regularly update the team on both major and minor achievements as the new product strategy unfolds. Celebrate Milestones: Recognize and celebrate key milestones to boost team morale. Recognize Contributions: Highlight individual efforts to show appreciation and reinforce the value of their work. Build Confidence: Demonstrating tangible results increases the team's confidence in the strategy and in your leadership. Foster Positivity: These practices create a positive and motivated work environment, driving continued success.

Improve 10x Your Product Management Work with Rowsup.io ____ As the new product strategy unfolds, share successes, even small ones, with your team. Celebrate milestones and recognize individual contributions to boost morale and reinforce the strategy's value. Tangible results build your team’s confidence in the changes and in you as a leader, fostering a positive and motivated work environment.

As the new product strategy begins to take shape, share successes, no matter how small, with your team. Celebrate milestones and recognize individual contributions. This not only boosts morale but also reinforces the value of the new strategy. When your team sees tangible results, their confidence in the changes and in you as a leader will grow.

Everyone needs a reason to believe. Celebrating success not only boosts visibility but also inspires and unites teams around a shared vision. Recognizing achievements helps galvanize the team and accelerates execution. #Success #Leadership #Teamwork #Inspiration

Why don't product strategies ever get lost? Because they always have a roadmap! When introducing changes in product strategy to a skeptical team, it's crucial to build trust and garner support. Think of it as a story of transformation. Begin by sharing past successes—tangible, relatable wins that demonstrate the effectiveness of change. Highlight how previous strategies have turned skeptics into believers. Then, don't forget to share any new successes. These current victories can turn the tide. By connecting the dots between past and present wins and the new vision, you create a narrative of success that’s hard to ignore. It’s like showing them the roadmap has always led to gold and continues to do so.

Finalmente, trate a mudança como um processo iterativo. Esteja aberto a feedback contínuo e disposto a ajustar a estratégia conforme necessário. Iterar juntos significa que você valoriza as contribuições da equipe e está comprometido em encontrar a melhor abordagem possível. Ao iterar juntos, você cria um ambiente de melhoria contínua onde todos se sentem responsáveis pelo sucesso do produto. Isso fortalece a confiança e o apoio da equipe a longo prazo.

The way where Agile framework works is the best solution for the problem. From my point of view, in any new strategical implementations, leaders have to consider that strategy might change the direction in any unexpected cases, which leads a dynamic strategy to be implemented. As it was aforestated, to be able to listen and respect the views of your team's expertise is a key of the success of your team rather than lonely made decisions

Foster a culture of continuous improvement by regularly reviewing the strategy with the team and making necessary tweaks. This iterative approach showed that I valued their expertise and kept everyone engaged in refining the strategy. By involving the team in this ongoing process, you build trust and support for the changes.

There are two things here that I would explore: 1) A "sceptical team" might either lack trust (which would be my job to address) or actually be the kind of consctructive co-creator I want and need (and I might need to check my own lack of feeling ok with their potentially valid points). In either way asking them what they need to feel ok with the change will help build trust and understanding. 2) This sounds as if the strategic change was made without any kind of input or involvement of the team. Hence they are not feeling any ownership either. The question I might ask myself as a product leader is: How might co-creation of strategic adjustments look like?

Clearly explain the reasons and benefits behind the change to gain the trust and support of your team when introducing logistics changes. Provide data and evidence to support your decision. Address their concerns openly and invite feedback. Demonstrate how the change aligns with the overall objectives and how it can positively impact the team and product. Demonstrate your commitment by being clear and supportive throughout the transition. This approach builds trust and encourages a skeptical group to buy.

Create a Culture of Open Communication Open-Door Policy: Encourage an open-door policy where team members feel comfortable sharing their thoughts and concerns. Feedback Loops: Establish feedback loops to continuously gather insights from the team and improve the strategy over time.