1. Have you shared the context of why? You know they are capable, sure they have great ideas, want to allow space for them etc.

2. Focused meetings certainly help sometimes but remember progress rather than perfect. It's HUGE you started!!

Remember where they are on the capability model. Steps 1 and maybe a little of 2. DO what you do well - be kind, encouraging and consistent.

Keep it going and don't be afraid to go back to the group again with the same exercise. Follow up and ask how they felt. Don't apologize. Just explain 🙌

Remember these are all incremental changes that we're moving towards to start changing the behavior. So you've got just a perfectly normal, natural bit of push back. Let's see what their ideas are! And don't be afraid to explain again what your rationale is, why you're doing this. Just stay calm in that situation, don't be afraid to pause and wait until you are getting more information. 

Remember - do give them choices if you don't want to decide how to deal with a situation. Don't rush - take your time. 

There's a few elements of that, you could say: "Well no problem, if you don't believe that you get paid to work as part of a team to figure out situations as they arise, then I'm happy for the team to make that decision. But I would expect you then to roll with whatever they decide - whether that affects you positively or negatively, I would expect your support as you are choosing not to get involved with the conversation in the first place."

The reasonable expectations exercise and the customer charter conversation would be a good place to start this conversation as a team - about what's reasonable to expect from one another because in a way if they're part of that conversation and they expect teamwork, collaboration etc. which are your usual things to come out of that exercise, then you'll be able to reference that back as something that they've agreed to - not necessarily as part of their job description but just as a reasonable expectation they have of one another.

This is one where we need to finish the conversation we are having when the complaint comes in. Question, Complaint, Question, Question, Question

It can be triggering when someone is complaining because we want them to jump to action and solutions. Complaining is a part of change and you shouldn't worry about it. If anything, it shows progress. Rejecting the question would be further away in the pre-change process.

I would validate the issue they raise, ask for more details, ask for how, why and when it happens so they have to really think it through and then ask the person in the conversation to ask for at least 3 solutions. If they don't have any, grab a couple of people there and then and brainstorm it out or bring it up in the team meeting and ask everyone to discuss it.

If you don't go into it deeply you miss the opportunity to call it for what is may be (nothing) or to learn from it.