An executive is encountering resistance from peers in a new role. How can you provide the necessary support?

New starters need to work closely with existing management to ensure that when it comes to culture and challenges, they are not learning on the job. It is also important that existing management carefully plan exits and appointments so that the newly appointed have the best possible start.

Determining the root cause for conflicts such as this is imperative. The issue should not be ignored nor should the reason for it happening be assumed. Among other reasons, some contributing factors may be: ◇Legacy pain points with the appointed person that went unresolved prior to the new role ◇Attitudinal issues on either side ◇Potential that nepotism, cronyism or favoritism may have played a role in the appointment ◇Jealousy/ a collective sense that another person deserved the role ◇Toxic work environment ◇Perceptions, biases etc Each of the points above and others that were not listed, require a unique approach to resolve tensions. As a result, in order to effectively resolve the matter, the true cause must be known.

It is important to bring the executive who has just landed the new role to think from their peers, co-workers and team members perspective at the very first place. Resistance might not be personal but rather a natural reaction that our brain is wired to when a major change happens. It is also important to actually give this Resistance another label: Do they feel threatened to be replaced? Do they have doubts on their new career development with the new leader? One of the tasks of the new leader is actually to decipher this Resistance in order to avoid a more acute resistance.

E.g, suppose an executive has recently been promoted and their peers, who were once equals, are now resistant to their leadership. This resistance could be due to concerns about changes in team dynamics, doubts about the executive’s leadership style. In this scenario, I would work with the executive to explore these concerns through open dialogue, seeking to understand the perspectives of their peers. Strategy--encourage the executive to engage in one-on-one conversations with their peers to uncover the reasons for the resistance. Use active listening to genuinely understand their concerns and fears. This approach not only provides valuable insights but also demonstrates the executive’s willingness to address issues collaboratively.

To support an executive facing resistance from peers in a new role, begin by facilitating open communication to understand the root causes of the resistance. Encourage the executive to actively listen and acknowledge peers' concerns, fostering a collaborative environment. Providing coaching or mentorship can help the executive adapt their leadership style to the new context. Additionally, involving the executive in team-building activities can strengthen relationships and build trust. Emphasizing the importance of shared goals and aligning the team’s vision will further ease the transition.

3 steps to follow: 1) Help them understand different personality types and how to reach those different personality types 2) Get the executive on track with small talk, meaningful talk and personal rapport 3) Body language to reflect certainty and approachability with great executive presence

There is only one way to deal with the Resistance the new Executive might face from peers and team members : Absorb it and decipher it by building rapports and establishing a solid communication frame. Most of this unwelcoming resistance melts once meaningful connections take place, sharing vision, plans, goals and KPIs. This will continue to be a work in process particularly one on one basis with individual career development and path.

Example: The executive might notice that certain peers are particularly resistant due to past experiences or perceived competition. To address this, I would advise the executive to take steps to build rapport, such as scheduling informal meetings, recognizing their peers' contributions, and finding common ground. Strategy: Support the executive in creating opportunities for relationship-building, such as team-building activities, collaborative projects, or even informal social interactions. Encourage them to show genuine interest in their peers’ perspectives and work towards mutual respect. Over time, this approach helps to dissolve resistance and fosters a more cohesive and supportive team environment.

A crucial first step is to identify shared goals and values with peers. Understanding the underlying motivations of the resistant peers can reveal opportunities for collaboration. By focusing on shared objectives, the executive can begin to build trust and rapport. This involves active listening, empathy, and a genuine interest in understanding the peers' perspectives. Transactional Analysis can be a valuable tool here, helping to identify communication patterns and underlying emotional states.

Friction usually results when people have not established common goals and/or they are wired differently. A tool to consider to help with interpersonal awareness and better enable cross teaming is Gallup StrengthsFinder. This helps executives discover top strengths by identifying natural talents and abilities. It also shares how to better communicate with people different than you. By understanding their core strengths and differences, leaders can leverage these in team settings and foster a more productive and engaged team environment. Hogan Assessment and the 360 Feedback tools are also helpful in this regard.

Ultimately, to overcome resistance, the executive must inspire and motivate their team. This involves clearly articulating a compelling vision for the future and demonstrating how it aligns with the organisation's overall goals. By painting a picture of shared success, the executive can create a sense of ownership and buy-in. Effective communication, emotional intelligence, and the ability to inspire are crucial at the outset.

At IntrepreneurCoaching, we see leadership as an inside job and take resistance as an aspect mirroring an unexpressed part of self. Whether this is true or not is irrelevant: not because resistance isn’t present and doesn’t need addressing, but rather because this approach is a most highly creative and successful way to generate new solutions in an ‘Unprogrammable’ situation: I.e. high risk, few standard operating procedures, unclear way forward, potential for high return if resolved. Once a leader incorporates the core positive intention identified in the resistance, a whole spectrum of creative solutions arise. In many cases, resistance dissolves altogether and no further action is required.

Preface conflict management with connection - a shared goal, a desire to be productive, investment in a positive working environment. If conflict starts to heat up, go back to that shared connection to emphasize it. This is a simple way to remind everyone that you're on the same team.

"NO" is a gift, because it's an unambiguous data point that points to an important unmet NEED. Resisting your colleagues' "NO" only signals that you are "attacking their reality", and that's a guaranteed recipe for combat. How does it work at work? 1) Accept their reality: "I hear that (x) is a no-go, and I would like to understand what about (x) is problematic?" - keep going until they feeling listened to, and accepted - don't worry, you will notice a softening in body and voice. 2) Repeat (not paraphrase) their concerns back to them, and get their confirmation that you've understood them as they intend to be understood. 3) Experiment: "So, based on your (concern), what if we (x), would that work?" Remember, every "no" is a gift.

Creating support systems within an organization is crucial for an executive to thrive, especially when facing resistance. It's not just about finding allies, but also about fostering a culture of collaboration and open communication. By doing so, the executive can create a network of support that extends beyond individual allies and permeates the entire organization, leading to a more unified pursuit of the company's goals.

It is a common syndrome to see some new leaders replace some of the team members as the quickest fix to Resistance and a shortcut to the desired goals. We also see a common practice of former key team members from previous organization being hired in order to ensure a cohesive harmonious team take off quite fast. Little do the new leaders know that the synergies that might be created from a new team can in fact help them achieve new goals!

Meiner Meinung nach ist Kommunikation stets der Schlüssel zum Erfolg. Allein oder ev mit einem Coach / Mediator k?nnen die KollegInnen ins Reden kommen ... die Situation erl?utern ... Befindlichkeiten verdeutlichen ... Missverst?ndnisse offen legen ... MITEINANDER reden und reflektieren. Solche Gespr?che münden in Ziele ... die dann angestrebt werden. Zu einem ... weiteren Terminen wird der Status Quo überprüft ... justiert ... korrigiert ... nachgebessert ... Alle sollten im stetigen ... ehrlichen Austausch bleiben ... Gute Beziehungen ... Atmosph?re ... Kultur wird nicht auf Knopfdruck, sondern ist ein Prozess, der gemeinsam respektvoll ... wertsch?tzend ... selbstreflektiv sukkzessive generiert wird.

If you are arriving in a new environment, keep in mind that there are already some established movements. To belong and conquer your space, remember that you must learn to follow. Create rapport (trust), rapport is a dance, where there is always someone leading and someone following. Learn about values, learn about behaviors, model the most common skills among people, learn about the context. And, leave your ego aside for a while, allow yourself to learn!

Here are some ways to support an executive to overcome resistance from peers: 1. Engage in Active Listening: I would encourage the executive to listen carefully to their peers' concerns. 2. Foster Open Communication: I would advise the executive to communicate their vision and objectives clearly, and also be open to receiving feedback. 3. Build Strong Relationships: I would suggest the executive invest time in building relationships with their peers. 4. Seek Quick Wins: I would guide the executive to look for opportunities that can lead to quick wins. 5. Leverage Stakeholder Support: I would help the executive identify and work with key stakeholders who can influence the peer group positively.