Change is challenging. Changing a process, the way we work, or work policies can be overwhelming. And with these changes, there is also the chance that something will fail, so we do not want to expose ourselves. That is why many prefer to stay in the “comfort zone”, rather than question the status quo or make the necessary changes in a team.

According to, although the unknown possibilities that come with change can be frightening, “surviving in this environment means learning to quickly adapt to and embrace change, rather than meeting it with resistance.“

Much has been said about this type of resistance in digital transformation plans, mergers, acquisitions, downsizing… This occurs because rejection is simply a natural reaction when we expect employees to change or adapt.

But there are other resistances that go unnoticed and that we witness during a recruiting or executive search process. The most common is the reluctance to add new talent to a team. In order to take care of the work climate and the well-being of all the parties involved, this type of human level issues (fear, jealousy, resentment …) deserve some analysis and treatment.

Next, I share 3 tips to overcome these resistances:

1 – Speak honestly

“Why are they hiring someone else instead of promoting me?” This is often the most common thought among those who reject the idea of adding a new leader to the team.

At this point, clear and honest communication is crucial to avoid misunderstandings. Therefore, if you decide to hire a new manager, it is advisable to speak with the team that will be in charge, explaining the reasons for the hiring and the objectives that the professional in question will have to achieve.

2 – Offer something in return

Continuing with the previous example, it is clear that there is something else to answer: Why won’t someone on the team be promoted.

Yes, it is an extremely difficult type of conversation, but it is worth taking the time to have it. There may be different reasons why a person is not being promoted, such as her performance in the last time or her potential (not all of us have the potential to lead). Whatever the case, it is best to ”put the cards on the table” and think of a career plan for the person concerned.

3 – Invite the team to be part of the search

Key: To incorporate a new talent is to incorporate “one more of the team”. The HR Manager’s gaze is important to consider critical aspects of the role, but with the “line” point of view you will understand the day-to-day challenges and team culture.

Asking related questions is not only useful to define the profile and the questions that we will ask the candidates; it is also a way of making everyone a part of this process. They can also be invited to refer candidates and, if possible, participate in an interview.

In processes of change, especially in incorporations, we witness moments of tension and anxiety. That is why it is imperative to encourage team spirit, communicating transparently and working collaboratively.

This article was written by Alejandro Bagnato of Glasford International Argentina. Contact Alejandro if you have any questions about how you approach your Talent Management in Argentina.

About Glasford International

Glasford International is a global (retained) executive search firm with offices throughout Europe, Asia, the Middle East, North and South Americas. Established in 1998, we support clients in executive search and selection, leadership and personality assessments at an international, cross-border and local level.