Tell me about a time when you had to deal with a team member who was resistant to change. How did you handle the situation?

I once had a team member who was resistant to a change in our project management software. They were comfortable with the old system and didn't want to switch. To handle the situation, I first scheduled a one-on-one meeting with them to understand their concerns and address them. I explained the benefits of the new software and how it would improve our team's efficiency. I also offered to provide additional training and support to help them transition smoothly. In the end, they agreed to give it a try and I assigned a mentor to assist them during the initial stages. The team member gradually adapted to the new software and even became an advocate for its benefits.

In one project, we had to implement a new safety protocol for our team. One team member was resistant to the change due to concerns about productivity. To handle the situation, I scheduled a meeting to discuss their concerns and explained the importance of the safety protocol. I showed them data on the positive impact it had in other projects and provided examples of incidents that could have been prevented with the new protocol. To address their productivity concerns, I proposed a trial period with set goals and measurements. During this trial period, I offered additional support and training to ensure a smooth transition. As a result, the team member saw the value of the new protocol and became an active supporter. Their cooperation helped improve the overall safety culture within the team.

During a software development project, we needed to transition from a waterfall development process to an agile methodology. One team member was resistant to change, as they were comfortable with the traditional approach. To handle the situation, I organized a team meeting to discuss the benefits of agile and how it would enhance efficiency and collaboration. I encouraged open dialogue and addressed each team member's concerns individually. To facilitate the transition, I conducted training sessions and workshops on agile principles and practices. I also assigned the resistant team member to a cross-functional agile team where they could learn from their peers. As a result of these efforts, the team member not only embraced the change but also became a vocal advocate for agile in the organization. Their positive attitude inspired other team members to adopt agile practices, leading to improved project delivery and client satisfaction.