Senior employees resist adapting to new company culture. How will you navigate their pushback effectively?

Listen 1st to their concerns. Take a beat and respond to those concerns while weaving in the business/revenue case attached to these changes. Acknowledge change can be challenging but the chance to evolve as a leader is far more advantageous to their career and reputation.

I might re-word this question so it doesn't sound so ageist. How about 'more-tenured' employees? Otherwise you perpetuate the negative stereotype that a 'senior' is somehow change-resistant. And really, we all resist change from time to time, in varying degrees, depending on our relationship to what's being changed.

First and foremost lead conversations with senior people with respect. Very often engaging with them with empathy and active listening can actually help improve the change management plan through their wisdom. Also patience is the most handy virtue while managing change with the senior people, and the realisation that for any culture change to be successful, it needs to start from the top, with the senior management and leadership embracing the change and casting a positive leader’s shadow.

I'd caution that being resistant to change is not necessarily tied to seniority. A 25-year old analyst may be predisposed to prefer consistent routine and predictability, while a 55-year old executive may be energized by novel experiences. Painting one group with such broad strokes would be a disservice to the overall organization, possibly omitting valuable perspectives that could make or break the initiative's implementation. Having respectful but candid conversations to understand points of friction is critical when preparing for organizational change regardless of employee age, level, or tenure.

How do you listen? In my experience, resistance sometimes comes from lack of trust with the organization so it may take an independent person to get them to open up about the actual issues.

Es tan relevante establecer una comunicación clara que permita que todas las personas comprendan el cambio con todos sus alcances. Un eslabón clave para lograrlo, es crear instancias que permitan escuchar a los involucrados. Luego de ello, creo que es importante por ejemplo, comunicar: 1) De qué se trata el cambio (para donde vamos) 2) Los roles de cada uno de los involucrados 3) Por qué es valioso realizar el cambio 4) Con qué recursos contamos 5) En qué contexto se da el cambio 6) Cuál será el plan de implementación del cambio

A comunica??o clara é um pilar essencial na gest?o da resistência à mudan?a cultural, especialmente entre funcionários seniores. Para navegar eficazmente por suas rea??es, é vital adotar uma abordagem estratégica e empática. Articule a Vis?o e os Motivos da Mudan?a; Defina Expectativas Claras; Estabele?a Canais de Comunica??o Abertos; Ofere?a Suporte Contínuo; Comunique-se de Forma Regular e Consistente; Crie um Ambiente de Confian?a e Valoriza??o.

Inclua os funcionários seniores no processo de implementa??o da nova cultura. Pe?a suas opini?es, feedbacks e sugest?es. Isso os fará se sentirem valorizados e parte integrante da transforma??o, reduzindo a resistência.

Older people , tend to have hearing loss, due to noise exposure in the previous years , when hearing protection was not initiated. Communication or hearing defects, could be a reason why senior people push back because of this issue

Employees want to succeed in the new environment but often must be equipped to do so. They need more skills to meet new demands. The solution is targeted training and development. Map out the key competencies necessary post-change. Identify skill gaps on your team. Then, create learning plans to close them. Provide diverse training options for different needs - workshops, online courses, mentoring, and simulations. Employees who feel capable and prepared are more likely to embrace the change.

Brindar a poyo toma mucho más sentido cada vez que identificamos con la mayor claridad, qué es lo que necesitan los empleados senior. Otro aspecto importante, es conocerlos, saber qué les preocupa, cuál es su experiencia, sus motivaciones, sus temores, sus deseos de contribuir y también sus estilos de aprendizaje. Considerar todos estos aspectos, ayudará a que el apoyo brindado, se ajuste en una dinámica de mayor sintonía.

Ofere?a treinamento e suporte para ajudá-los a se adaptar às novas práticas e habilidades necessárias. Certifique-se de que eles tenham os recursos e o apoio necessários para se sentirem confiantes na nova cultura.

People want to be seen, and felt to be needed. Belonging is powerful, recognizing folks small and large contributions ONGOING is absolutely key. Praise is the fibre to strengthen character for correction when needed. Stingy management is afraid of their people. Wrongly. In many cases are merely withholding affection or kindness in some misplaced sense of power. Withholding praise isn't' much better than spewing bile.

Según mi experiencia el mayor impacto de un acto de reconocimiento, se logra en la medida que la persona reconocida, recibe una retroalimentación, donde se le muestra con claridad los argumentos del reconocimiento. Por ejemplo, diciéndole qué es lo que hizo, cómo lo hizo y cuál fue el impacto de sus acciones. De este modo, las personas verán el valor que tienen para la organización y podrán animarse a seguir contribuyendo por la ruta de lo que hacen de manera destacada.

There are many ways to achieve change. Don't be afraid to try these many ways. It can help to get the team involved to contribute ideas on how to do achieve the desired changes. People love being asked to contribute and be recognised for doing it. Be inclusive, humble, and generous with your appreciation.

Lembre-se de que a mudan?a cultural leva tempo. Seja paciente e persistente em seus esfor?os para envolver e apoiar os funcionários seniores. Com o tempo e o apoio adequado, eles provavelmente se adaptar?o à nova cultura. Ao adotar uma abordagem empática, envolvente e de apoio, você pode navegar com eficácia na resistência dos funcionários seniores à nova cultura da empresa e ajudá-los a se adaptarem com sucesso.

Thanks Jo Basics of humanity and respect shown in the processes so one is inclusive Above all communication with sensible sensitivities

I've always cleaned the toilets at my workspaces. Esp as CEO. When the CEO cleans the bathroom everyone suddenly gets worried about their habits. Suddenly cares how they treat the bathroom. Each other. I have been told "its not your job" (its everyones job when needed). I've been told its "beneath you" (false pride and status). I have always felt it's one of they most important roles in any company or org. Cleaning. Humans are messy, and leaky. There's humility and service in such tasks. By taking them on time to time I remind people also of my ongoing expectations. Nobody is too good to do anything. Not even, and especially me.

Senior leaders: We know that active and visible sponsorship is one of the key drivers to a project’s overall success following a change, and that senior leaders are one of the preferred senders of information about the overarching reason for the change It is their role and responsibility to actively and visibly participate in the change while keeping the organization focused on existing commitments They also must communicate business messages about the change and the current state of the business effectively with colleagues

It is important to help the senior leaders to participate in the cultural transformation of their organization If their ideas are also respected and included, then rather than resisting we will see them driving the cultural change.

Leadership is essential in driving cultural change within an organization. As a leader, it is crucial to embody the values and behaviors of the desired culture. By leading by example, you establish the expectations for others to follow. When senior employees observe your commitment to the change, they are more inclined to embrace it themselves. Your actions have the power to inspire others to be more open to change and actively contribute to the company's evolving landscape.

A powerful change narrative is essential for getting employees on board with organizational transformations. The narrative should create urgency by connecting the change to external factors and framing it as part of the company's evolution. The most effective change narratives are authentic, relatable, and inspiring. They help employees see the change as not a disruption but an opportunity. So don't just announce the change - tell the story behind it. Give your people a narrative they can believe in.

Actually, people don't resist change, but they don't want to be changed by other people. So, just let them to change by themselves (=engage them as much as possible with best possible ways/ manners).