Coaching a senior executive resistant to change, how do you break through communication barriers effectively?

It's an assumption that if the senior executive is displaying resistance to change, that implies its organization's requirement for the executive to be coached for change, rather than the other way around. Before even getting into 1 to 1 discussion , have a tripartite discussion and agreement on why this entire set up is arranged & what is org expectation. Then start your way with coachee and have heartfelt discussion on how to take the topic further, provide immense space before even getting into tools and action. Let that ice be broken and faith be developed through genuine interest.

Senior exec stuck in their ways? Here's how I coach for change: 1. Empathy First: Listen without judgment & understand their concerns about the change. 2. Focus on "Why": Highlight the benefits of change - how it impacts them & the company. 3. Data & Facts: Back up the change with data & success stories from similar situations. 4. Collaboration, Not Dictation: Involve them in planning & implementation - foster ownership. 5. Small Wins, Big Impact: Celebrate early successes to maintain momentum & motivation. Remember, change takes time. Build trust, address concerns, & show the value for a smoother transition. #Coaching #ChangeManagement

Coaching a senior executive resistant to change focuses on building trust, active listening, and empathy. Trust is built by demonstrating expertise and reliability, creating a safe space for conversations. Active listening involves asking clarifying questions and reflecting concerns, uncovering fears of the unknown. Empathy is shown by sharing experiences and validating feelings, making the executive feel supported. Positive Intelligence techniques help manage fears and shift the mindset. These steps break down communication barriers, making the executive more open to transformation. Combining trust, active listening, empathy, and Positive Intelligence helps embrace change.

Resistance to change may not necessarily mean there are communication barriers to break through... some barriers are cornerstones in disguise. If you just break them, the structure may collapse. It all starts with understanding the full picture.

Many times coaches listen with intent to ask the next question. That can be detrimental to the entire course of the session. Create a comfortable space for sharing for the coachee and let the thoughts flow. When coachee is getting into meaty stories politely bring him back to the current topic and take him forward in discussion. Have a lot of acceptance and appreciate the coachee for sharing.

As a coach, I rarely find myself in a problem-solving mode. People are naturally capable of solving any problem. A coach is here to listen on all levels to enable a coachee to see the big picture and find means, ways and formats of a solution they need.

I once coached a seasoned executive who seemed impenetrable to change. His defenses were sky-high, and our sessions felt like scaling a fortress. The breakthrough came unexpectedly during a casual lunch. As he vented about a new industry regulation, I saw not the intimidating executive, but a person grappling with uncertainty. I shared a similar experience from my past, & suddenly, the walls crumbled. He opened up about his fears of becoming obsolete in a rapidly evolving market. This vulnerable moment became our foundation for growth. By acknowledging his concerns without judgment, we created a safe space for exploration. Together, we reframed change as an opportunity for reinvention, turning his resistance into a catalyst for innovation.

Fear is often just the tip of the iceberg. Exploring the whole ice structure is crucial but requires deep trust, true openness and willingness to change. Embracing the range of emotions and working with feelings is enormously helpful.

Reflection is a great way to develop Awareness and Desirability in the ADKAR model. These two elements are required before an executive will move from resisting to considering a change. Once we have the trust and attention of the leader (described above), we can invite them to consider the change in Jeff Middleton's NO-to-GO model. NO: where we start, the effort to change must be justified OW: we invite the leader to evaluate the consequences of not changing WOW: we ask the executive to consider what would be possible if we changed NOW: we step into the initial work and steps we could consider GO: we're ready to explore what steps we considered make sense to move forward Now we are ready to start to activate!

I've found that presenting data, especially a 360-degree feedback report, can be incredibly effective when coaching senior executives resistant to change. Seeing their key development areas in black and white, with insights from direct reports, managers, and peers, often prompts deep reflection. Coupled with the key coaching skill of asking powerful, thought-provoking questions, this approach can guide them on a transformative reflective journey.

When coaching a senior executive who is resistant to change, breaking through communication barriers is essential. a) Demonstrate Empathy and Understanding: It's important to start by acknowledging the executive's experience and perspective. b) Provide Clear and Direct Feedback: Utilizing the 360-degree feedback, I provide clear and direct feedback about how the executive's behavior is perceived by others. c) Focus on Incremental Change and Quick Wins: I encourage focusing on small, incremental changes that can lead to quick wins. This approach helps the executive to experience the benefits of change firsthand, which can reduce resistance and build momentum for further development.

It depends on a personality type. For many people, even a clear benefit is not enough to change or leave their comfort zone. Understanding the mindset setup, finding behaviour patterns, and seeing the limiting beliefs do the job altogether.