Navigating resistance from senior leadership requires strategic communication & a collaborative approach. Begin by 1. Understanding their concerns- are they rooted in tradition, risk aversion, or perceived inefficiencies? 2. Present data-driven insights to show how modern messaging improves engagement and aligns with the goals. 3. Share examples of successful case studies from similar organizations to build credibility. 4. Frame the change as an enhancement, not a disruption, emphasizing its alignment with leadership values and vision. 5. Involve them early, inviting feedback to create ownership. 6. Use pilot programs to showcase quick wins, gradually earning their confidence while fostering a culture of trust and adaptability.

Most leaders are not trained communicators so it can be challenging for them to see the case for internal messaging across channels. Start the conversation with the objective you are trying to achieve, use data points to prove the value from past campaigns, and try to understand resistance by listening, you can tune your plan based upon this and come to a place where your internal communications plans have leadership buy in.

To navigate senior leadership's resistance to changes in internal messaging, build a compelling case by presenting data and success stories that demonstrate the benefits. Engage key stakeholders early on to gain their support and influence leadership through a collaborative approach. This helps create momentum and shows the value of the proposed changes

Resistance to a thing is often due to a gap in perception. With senior leadership, it's important to understand their perceptions (real or imagined) and then work together to bridge toward whats best for the organization. This can only be done with understanding, empathy and compassion. Its a process of framing and reframing, and might lead to "hard to hear" realities, but the result is usually more trust and progress - at least in my experience. ??

dentify their concerns: Are they worried about disrupting established norms, diluting the message, or losing control? Understanding their hesitations is key to addressing them effectively. Acknowledge their experience: Show respect for their insights and the existing messaging framework before proposing changes. Tie to strategic objectives: Position the change as a means to enhance employee engagement, improve clarity, or align better with the company’s mission and values. Highlight business impact: Use metrics or case studies to show how improved internal messaging drives productivity, morale, or retention.