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What do you do if your superiors or higher-level executives are resistant to change?

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Change is an inevitable part of business, but it can often be met with resistance, especially from those in higher positions. If you find that your superiors or executives are hesitant to embrace new ideas or strategies, it's crucial to approach the situation with tact and an understanding of their perspective. Your approach to this challenge can significantly impact your professional relationships and the potential for successful change within your organization.

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Empathize with their perspective:

Understand your superiors' concerns by actively listening and empathizing. This builds trust and opens the door for meaningful dialogue about the proposed change.### *Propose manageable pilot projects:Suggest small-scale pilot projects to test changes in a controlled environment. This approach reduces perceived risks and provides tangible evidence of success.

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1 Understand Concerns

To effectively address resistance, you must first understand the root of your superiors' hesitations. Executives often have a broad perspective on the company's operations and may have concerns about the risks associated with change. It's important to listen actively and empathize with their viewpoint. By acknowledging their apprehensions and demonstrating that you have considered the potential implications, you can establish a foundation of trust and open the door to further dialogue.

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2 Present Evidence

Once you understand their concerns, it's time to present evidence that supports the change you're advocating for. This evidence should be relevant, clear, and concise. It could include data that illustrates the benefits of the change, examples of successful implementation in other organizations, or a well-structured plan that outlines how the change will be managed. Your goal is to show that the change is not only necessary but also feasible and beneficial for the organization.

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Pat A. Tamakloe, Ph.D., NBC-HWC

National Board Certified to help Executives, Coaches & Consultants enhance leadership health and wellness in government, small biz, education, healthcare organizations|Training|Coaching|Mentoring|Leadership Strategist
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Evidence is a powerful tool that has been leveraged by masters of the art of negotiation. Proof of life in a kidnapping, and evidence of facts of a case in a court of law influence paradigm shifts. Resistant-to-change leaders, may have several factors at play including professional insecurities, lack of confidence, or cultural skepticism. Therefore, three recommendations in support of evidence for a resistant or reluctant leader are: 1. Demonstrate the desired result as if it were unintentional - it builds confidence. 2. Understand and articulate the leaders perspective - it shows consideration. 3. Don't forget to show value in the desired outcome - it proves your cause. Change is uncomfortable, but unchanging discomfort is worse.

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Anna K?aczyńska, PhD

Agile explorer | Enablement Sales & Scrum Master | PMO & Senior Executive Assistant | Teacher of Polish as a Foreign Language | Ambassador of Company Culture of Work Programme
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Proof of concept? ?? Oui, Monsieur ???? 1. “Little less conversation, little more action please” - roll up your sleeves and act. Your superior can be too busy to discuss everything, therefore start showing all the benefits you bring to the table in your work. 2. Arouse curiosity - for example use a new tool or new communication style with your boss and leadership team. Your proficiency and efficiency may arouse their curiosity. They may reach out to you by themselves to learn and adapt the change. 3. Succeed yourself first - if your idea ?? can be embraced by others, by colleagues, by coworkers, your superior may find it beneficial for him-/herself. This way you will also build your own brand and may become an advisor to your boss.

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3 Propose Pilots

Proposing a pilot project can be an excellent way to demonstrate the value of a change without committing to a full-scale implementation. A pilot allows for testing the change on a smaller scale, which can help alleviate some of the fears associated with risk. It also provides tangible results that can be analyzed and used to make a case for wider adoption. When suggesting a pilot, make sure to define clear objectives, timelines, and success criteria.

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Janirce Siquieroli

Consultora Organizacional e Desenvolvimento Humano, Especialista em Remunera??o Estratégica, Palestrante.
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O que fazer para quebrar a resistência de executivos de alto nível em rela??o às mudan?as? Diante da resistência de executivos mudarem seu modelo de atua??o, o interessante é questioná-los para conhecer as experiências passadas, as cren?as e a raz?o desta resistência. Apresentar a eles novas estratégias, perspectivas e abordagens, que possam expandir a forma de enxergar o modelo atual. O processo comparativo entre um habitual modelo de atuar com um novo, possibilitará ganhos, facilidade para resolver problemas, oportunidades para evoluir. Poder?o se expressar melhor e abrir caminhos para uma abordagem e comunica??o assertiva, transparente, gerando confian?a e maior entendimento dos objetivos organizacionais.

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4 Communicate Benefits

Highlighting the benefits of the change is crucial in persuading resistant executives. These benefits should align with the company's goals and the executives' priorities. Whether it's improving efficiency, increasing revenue, or staying ahead of competition, make sure to communicate how the change will help achieve these objectives. Use language that resonates with your audience and tailor your message to address their specific interests and concerns.

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5 Leverage Allies

Building a coalition of supporters can greatly enhance your influence. Seek out allies at various levels within the organization who also see the value in the change you're proposing. Their support can lend credibility to your ideas and create a sense of momentum. When your superiors see that others are on board, they may be more inclined to reconsider their position. Remember, there's strength in numbers, and a collective voice can be more persuasive than a lone one.

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6 Offer Support

Finally, offer your support in implementing the change. This might involve taking on additional responsibilities, helping to communicate the change to others, or providing training. By showing that you're committed to the success of the change and willing to help address challenges that arise, you can ease some of the burden on your superiors. Your proactive approach demonstrates leadership and can help build confidence in the change process.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Paulette Dale, PH.D

??Author, “Did You Say Something, Susan?” How Any Woman Can Gain Confidence with Assertive Communication
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Suggest changes that are not too large. Changes that are less radical from the status quo are often more palatable for leadership to accept. For example: Let’s say you have quarterly peer reviews which have not proven productive. Instead of advocating their total elimination, suggest they be done bi-annually. Let’s say you want flexible schedules or remote work opportunities. Instead of advocating for them daily, suggest 2 days a week to start.

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What do you do if your superiors or higher-level executives are resistant to change?

1

2

3

4

5

6

7

1 Understand Concerns

2 Present Evidence

3 Propose Pilots

4 Communicate Benefits

5 Leverage Allies

6 Offer Support

7 Here’s what else to consider

Interpersonal Communication

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What do you do if your superiors or higher-level executives are resistant to change?

1

2

3

4

5

6

7

1 Understand Concerns

2 Present Evidence

3 Propose Pilots

4 Communicate Benefits

5 Leverage Allies

6 Offer Support

7 Here’s what else to consider

Interpersonal Communication

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感谢您的反馈

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