Key executives are resistant to change. How will you gain their support for the proposed plan?
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Showcase quantifiable benefits:Highlight how the proposed change directly aligns with executive priorities. Use data and specific examples to demonstrate potential gains, ensuring your plan is seen as a valuable asset.### *Foster open communication:Initiate conversations that invite executives to discuss their concerns and ideas. This collaborative approach helps refine your proposal and builds trust, making them more likely to support the change.
Key executives are resistant to change. How will you gain their support for the proposed plan?
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Showcase quantifiable benefits:Highlight how the proposed change directly aligns with executive priorities. Use data and specific examples to demonstrate potential gains, ensuring your plan is seen as a valuable asset.### *Foster open communication:Initiate conversations that invite executives to discuss their concerns and ideas. This collaborative approach helps refine your proposal and builds trust, making them more likely to support the change.
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Key would be to understand the complete picture vs just the effect of the resistance raised. Firstly, prepare your proposal based on research of markets, competitors, your own SWOT analysis and future strategy Secondly, back critical facts with data insights and always declare the source of the data to maintain the integrity of your proposal Thirdly, always helps to get a few test runs done on your proposal with folks you trust and value. Lastly, present without bias, maintain your poise using data insights, and stand firm on your point of view. Have seen time and again that resistance is more emotional and less logical so learn to deal with it and you will soon master it.
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This is something I encounter quite frequently: leaders who have been in their positions for a long time and are resistant to change. Sometimes, it’s even the smallest things that create barriers to progress. However, I have successfully engaged with every one of them. And how have I achieved this? Trust is the key. By building a strong rapport and establishing a sense of safety, I create an environment where these leaders feel comfortable exploring new ideas and perspectives. I focus on active listening and demonstrating that their input is valued, which gradually opens them up to innovation. As we work together, they begin to see the benefits of embracing change, allowing them to evolve and lead more effectively.
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If organizations are too busy being a $100 mn organization, they wouldnt be able to become a $1 bn organisation. Imagine an organization that operates at industry best efficiency levels but sees poor demand for their products, it wouldn't succeed. Essentially, it's the market behaviour that drives the success of an org's products. Now, let's say 5 years back Market Alignment used to be 'A', org Alignment 'A' was the needed. But if the market alignment has changed from 'A' to 'B' then org alignment also needs to be adjusted. This requires research and number backed cases. Change is an ongoing process. If leaders have to be convinced for change for good and are too busy maintaining the status quo then they are not leaders in true sense!
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Um die Unterstützung von resistenten Führungskr?ften zu gewinnen: - Verstehen Sie ihre Bedenken: H?ren Sie aktiv zu, um herauszufinden, was sie zurückh?lt, und gehen Sie auf diese Punkte ein. - Zeigen Sie den Nutzen auf: Betonen Sie, wie der vorgeschlagene Plan ihre eigenen Ziele und die des Unternehmens voranbringt. - Bieten Sie Einbindung an: Geben Sie ihnen die M?glichkeit, am Prozess teilzunehmen und Einfluss auf die Umsetzung zu nehmen. - Belegen Sie den Erfolg: Verwenden Sie Daten oder Erfolgsbeispiele, um zu zeigen, dass die vorgeschlagenen Ver?nderungen effektiv sind. So bauen Sie Vertrauen auf und gewinnen Unterstützung.
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1 - Engage executives in open discussions to understand their concerns 2 - Present data and case studies that support the change 3 - Involve them in the decision-making process to foster ownership
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