Senior leaders are resisting change. How can you address their concerns without diminishing their power?

I believe it is useful for employees to understand the substance or “why” of the change. What underlying problem or issue is being addressed by the change? Knowing the bigger picture or the greater good often motivates people to change.

Put the change in the context of a problem to be solved. Help the understand that they are leading a problem solving effort. "Sell the pain" of not changing.

One thing I've found helpful is to acknowledge and affirm how their contributions have enhanced organisational value - a pointer to their innate desire for not just personal growth but organisational growth too. Show them why their support, collaboration and inputs are necessary at this point to grow the organisation even further. This way, they don't feel like they have come to the end of their usefulness, are being sidelined or will be replaced by more creative or innovative personnel. This approach will make them see themselves as harnessing new talents and ideas to further their dreams for the organisation. Instead of resistance to the much needed change, you see a willingness to explore and adapt to make change possible.

Addressing senior leaders' resistance to change involves framing the discussion around shared goals and strategic alignment. Empathize with their concerns and communicate transparently about the rationale and benefits of the proposed changes, emphasizing how these align with organizational objectives. Involve them early in the decision-making process, leveraging their expertise to refine strategies and mitigate risks. Respect their authority by providing support and resources to navigate the transition, fostering collaboration and ensuring their role in shaping a successful outcome without compromising their influence or power.

El tema de los egos, la reputación personal, manejo de la imagen publica, miedo al fracaso, se convierte en un desafío que puede sacar a una persona brillante de su ruta y enfoque, especialmente si los resultados no lo estan acompa?ando. El miedo a equivocarse es real en un liderazgo senior debido al nivel de responsabilidad legal, financiera y reputacional. Cuando tengas ideas innovadoras y disruptivas que le pueden sumar al equipo, a los resultados y a tus lideres , compártelas y socialízalas , hacerlo desde un lenguaje constructivo, con apertura al dialogo, podrá disminuir la presión que se vive en ese momento en las personas que estarán allí presentes, en especial forma cuando vendran esto con muchos cambios.

To address senior leaders' concerns about change without diminishing their power, actively listen to their fears and reservations, involving them early in the change planning process. Clearly communicate the benefits of the change for both them and the organization, acknowledging their expertise and seeking their input. Offer resources and training to support the transition and share early wins and positive outcomes to demonstrate success. Maintain open dialogue to address ongoing concerns and feedback, ensuring continuous communication and collaboration throughout the process.

To my mind, the goal should be to engage in a dialogue that validates the leader's feelings and expertise. 5 questions that works for me: 1. "Can you share your main concerns about the changes?" 2. "How do you see these changes impacting your team and the work you do?" --> Acknowledge the leader's expertise 3. "What aspects of the change do you believe could be beneficial, and how can we maximize those?" --> Shifting the focus from resistance to constructive engagement. 4. "Are there adjustments to the proposed changes that you think would better align with your goals?" --> Reinforcing his role as a key decision-maker. 5. "How can I support you and your team in making this transition as smooth as possible?" --> Facilitator

Hacer parte de momentos cruciales a los directivos ayudara a que no vengan palos a la rueda, es decir bloqueos y resistencia a los cambios que estan ocurriendo o van a ocurrir. Es estratégico hacer parte de toda esta dinámica a quienes toman decisiones y tienen equipos , pues podria su desconocimiento generar zonas grises de descontento e impactaría el avance de las iniciativas. Recomiendo avanzar en equipo , pues no se puede convertir en un campo de batalla donde los egos son los protagonistas.

Senior Management should be the very first group of employees we talk to once we start the process. Not because they are senior but because they will have the largest impact in any subsequent discussion and decisions. I always get to those who can have significant impact very very early on.

More often than not this is the missing factor as in my past experiences, the support from the top is generally superficial and too feeble. This is where many fail as this support is like backbone. Any slippage here will cause derailment. However we cannot generalise it. But surely if the intent of the stakeholders is weak, it's really a big challenge to continue and succeed.

This is where coaching can be really valuable. Processing thoughts and emotions about change takes longer than you might expect. You may be optimistic one day, and fearful or extremely sad the next day. Having a coach check in consistently and hold space for leaders to fully express and navigate their thoughts over an extended period of time can be really helpful with increasing openness to change.

Los momentos de cambios son retadores honestamente, en ocasiones sacan lo mejor de nosotros y en otras aquello que no es tan bueno. Hacer del cambio un romance o invitar a que sea así no tiene nada de malo, solo que en ocasiones no aplica para todas las personas y realidades, por ello lo que para mi es fácil , entendible y conocido posiblemente no lo sea para los demás , por ello es clave no juzgar y tomar acción desde la ruta de brindar apoyo a las perdonas que son parte del equipo , área o proyecto. Invitemos a ser aprendices para toda la vida, a cambiar la mentalidad al respecto y seguir adelante, pues bienaventurados los flexibles por que no serán partidos.

Discuss what the change is about, why it's essential and what the outcomes will be. Leaders should also keep the dialogue positive. If the rhetoric surrounding the change initiative is exciting, employees are more likely to be excited themselves. But again, continuous communication is paramount... throughout the process!

Un dirigeant a besoin qu'on lui apporte des solutions, pas des problèmes. C'est une règle d'or en conseil, qui n'est pas souvent appliquée.

I'm a firm believer that communication is essential at ALL phases of leadership. That said, communication is often underutilized during organizational change. By having a clearly planned communication strategy, change leaders are able to facilitate organizationaltransformation. The entire process happens in a context where everyone understands why change is necessary and what role they play in it.

As an Executive Coach, I believe that aligning change initiatives with the leader's interests demonstrates that the change will ultimately support their goals, rather than undermining their authority. Communicate Transparently- Maintain open & honest communication throughout the change process. Regularly update senior leaders on progress, setbacks, & successes. Transparency helps build trust & reduces uncertainty, which can alleviate some of the resistance. Provide evidence-based arguments that illustrate the benefits of the change. Use data, case studies,& benchmarking to make a compelling case. When leaders see that the change is backed by solid evidence and has been successful in similar contexts, they are more likely to be supportive.

The best way an executive coach can communicate with their clients is to always question the assumptions. First, coaches shouldn’t be providing all of the answers. They should be providing all of the questions. Questioning the assumptions requires a deeper understanding of the goals/outcomes. Elon Musk says too many engineers (applies to leaders) are trying to optimize old systems that should not exist.

Conversar claramente, escribir claramente, enviar notas de voz con claridad , observar mi lenguaje corporal que conecte el contenido con la intención de una manera clara y revisar que mi tono este alineado claramente con el discurso es vital, todo lo que acabo de escribir tiene la intención de invitarte a ser consciente de todo aquello que comunicas y que sea un motor al resultado haciendolo con un enfoque que procura la claridad. Coherencia y lenguaje de precision hace la diferencia en tu liderazgo.

Envolver a lideran?a desde o início do processo contribui para que a resistência seja diminuída. é fundamental a transparência em cada etapa do projeto, falar sobre quais etapas ser?o contempladas, qual o papel do líder em cada uma delas, buscar o engajamento dessas pessoas e trabalhar o time todo principalmente a lideran?a desenvolvendo os para a gest?o da mudan?a e dessa forma entender os papéis de cada integrante em momentos como este.

Acknowledge Adaptability: Publicly recognize leaders who adapt to change and highlight their contributions. Showcase the positive impact their actions have on the organization. Reward Efforts: Provide tangible rewards such as bonuses, promotions, or public accolades. Ensure recognition is meaningful and aligns with organizational values. Set a Precedent: Use these examples to set a standard for other leaders. Encourage a culture of adaptability and innovation by making it clear that such qualities are valued and rewarded. By acknowledging and rewarding leaders who embrace change, you motivate others and foster a culture that values and promotes adaptability and innovation.

Trae un impacto positivo ver a los ojos y de forma asertiva expresar con gratitud y honestidad los esfuerzos que observo e identifico en aquellos que estan haciendo que las cosas ocurran en medio de cambios e incertidumbre. No se trata de adulaciones , todo lo contrario, estamos haciendo notar los genuinos avances que estamos logrando por aquellos quienes son parte del proyecto. Dar reconociendo logra que se de una giro muchas veces en la historia de los resultados.

To address senior leaders' resistance to change with empathy and without diminishing their power, start by acknowledging their expertise and contributions. Show genuine respect for their experiences and achievements. Communicate the vision clearly, linking the change to market trends and long-term goals. Involve them in the process by seeking their input and assigning leadership roles, ensuring they feel valued and heard. Provide support, such as training and resources, to help them adapt. Emphasize shared goals and celebrate milestones together. Maintain open communication with updates and feedback loops. Highlight success stories to demonstrate the change's benefits.

First of all, they must appreciate the need for change, from an organizational and personal perspective, right down to their bones. Without information, people assume the worst. You _cannot_ communicate the purpose and reasons too much. And there needs to be a meaningful purpose beyond short-term money concerns, whether saving the company, or saving the culture. They must be won over, not ordered. Second, they must feel part of the change process. Even if they don't control all of it, they can contribute, communicate, and then take initiative to support it. They must be invited in, and given choices to find their own ways to contribute to change. These two elements bring them into the effort in a powerful way, as change partners.

The change should be given to them so that they can impact it and benefit from it. Managers engage more effectively when they are provided with the right storytelling and transparency.

When you do a workshop as I have previously mentioned, you are co-opting them in the discussion early on on who will do what and what power they will have. Again, I ensure I bring in Senior Management early on is to ensure that we not only get their valuable feedback but also to get their buy-in, in the subsequent discussions where we decide who will do what.

Il arrive aussi que la transformation modifie le r?le du dirigeant et ait un impact sur ses fonctions et donc la représentation du pouvoir qu'ils peuvent avoir dans un certain modèle de fonctionnement, tout en n'étant pas diminué dans une vision nouvelle. Exemple passage d'un management hiérarchique à fonctionnel/métier Il me semble alors indispensable : -de traiter ce point en priorité avec les éléments proposés dans cet article et valoriser cette expérience " en exemple" en exposant ce en quoi elle sert le "modèle mental", le fonctionnement de l'entreprise que l'on veut implémenter. -Incarner ce nouveau modèle dans l’organisation, et mettre en avant l'impact de la fonction plus que le pouvoir et sa représentation dans un ancien modèle.

When addressing senior leaders who are resisting change, here are my top three strategies for addressing their concerns without diminishing their power: a) Engage and Involve Them in the Process: Senior leaders are more likely to support change if they feel they are part of the decision-making process. b) Present a Clear Vision and Benefits: Leaders want to know how change will benefit the organization and align with its goals. Present a compelling vision of the future that includes the positive impact of the change on the organization. c) Acknowledge and Address Their Concerns: Listen to the leaders' concerns and take them seriously. Provide data, evidence, and examples to address these concerns.

A little bit of resistance to change is normal, an in fact sometimes a good thing! It means the change is significant enough to create a disruption which is probably necessary. Change takes us outside our comfort zone. Honouring this as a normal reaction is important - we don’t have to just power through everything saying yes! It is, however, important to create awareness for the leader on where the resistance is coming from, and why the change is ultimately needed. Giving them space to work through this resistance without criticism or shame is essential for them to get on board, through their own process, not railroading them into it.

Yo tuve un caso con un director que resistía al cambio en su empresa. Le ense?é técnicas de coaching basadas en preguntas poderosas. Por ejemplo, en lugar de imponer decisiones, empezó a preguntar a su equipo: "?Cómo podemos mejorar este proceso?" y "?Qué necesitas para alcanzar este objetivo?". Esto no solo empoderó a su equipo, sino que también aumentó su autoridad como líder, ya que demostró estar comprometido con su desarrollo y bienestar.

Infelizmente as grandes organiza??es, se preocupam apenas com o valor das a??es, sendo que o maior valor de uma empresa é valor humano. E nessa corrida dos ratos, onde se prioriza os acionistas, seres humanos s?o deixados para traz, para chegarem ao resultado esperado. Um mistura de Política com Demagogia.