Middle managers are resistant to change after executive coaching. How can you break through their hesitation?

Breaking through middle managers' hesitation to change after executive coaching requires a mix of communication, involvement, and support. First, I would clearly communicate the benefits and necessity of the change, linking it to both organizational goals and their personal success. I would involve them in the change process, seeking their input and feedback to foster a sense of ownership. Demonstrating quick wins and sharing success stories can help build confidence in the change. Providing ongoing support, training, and resources to help them adapt, along with recognizing and rewarding their efforts, can further reduce resistance and encourage a more positive outlook on the change.

Breaking through middle managers' resistance after executive coaching involves addressing their concerns directly and empathetically. Begin by understanding the reasons behind their hesitation, whether it's fear of the unknown, lack of trust in new methods, or feeling undervalued. Reassure them by highlighting the benefits of the proposed changes, not just for the organization but for them personally. Incorporate their feedback into the change process, making them feel heard and valued. Facilitate workshops or follow-up sessions that allow them to experience the advantages of the new approaches firsthand. Regularly recognize and reward adaptation and progress. Encourage ownership and can gradually transform resistance into endorsement!

Sorry, aber dann muss das Executive Coaching ja nicht besonders gut verlaufen sein. Und wenn dies so ist, das kommt hier in der Fragestellung nicht klar zum Vorschein, dann muss man die eingeleiteten Schritte offen kritisch aber auch natürlich emphatisch hinterfragen. - Weshalb bestehen die Widerst?nde, wodurch wurden sie ausgel?st - welche Aktivit?ten oder Ma?nahmen durch das Executive Coaching sind kritisch aufgenommen worden oder haben Widerst?nde erzeugt bzw. noch weiter verst?rkt Es bringt meines Erachtens gar nichts, irgendjemanden zu versichern, dass die eigene Rolle in Zukunft viele Mehrwerte bringen wird. Entscheidend ist es wie man mit der aktuellen Situation, mit den Widerst?nden, den ?ngsten oder auch Blockade umgeht!

We are all hesitant to change, before we get two of our most important questions answered. #1, How will this affect me? What′s going to be different in my role, What′s in it for me? And #2, Why this change? We all seek answers to these questions, and they are very personal for us, so what works for me doesn′t always works for you.

To break through middle managers' hesitation towards change after executive coaching, start by understanding their concerns through one-on-one meetings. Communicate the vision clearly, illustrating benefits with data and success stories. Involve them in planning and decision-making to foster ownership. Provide comprehensive training and support to build their confidence. Highlight quick wins to show tangible benefits and celebrate these successes. Show empathy and patience, allowing time for adjustment. Leverage influential middle managers who are open to change. Align the change with their personal goals, maintain open communication, and consistently reinforce the change through follow-ups and recognition.

A ninguno nos gustan las imposiciones. Todos accionamos cuando entendemos cuál es el beneficio directo que nos trae el cambio. Por ello, es fundamental ser claro, directo y honesto con lo que la organización quiere y pedir al mando intermedio que proponga cómo puede contribuir a ese cambio. Tratarles con madurez y responsabilidad... y así es como, casi con total probabilidad, responderán.

If managers resist change after executive coaching, it’s essential to address the underlying emotions and challenges such as hesitation, fear, lack of skills, and even anger. Addressing resistances includes considering their concerns as legitimate and second understanding the root cause. It is often due to an uncertainty about their future, or concern about their capacity to handle the change or a fear to fail... It will be needed to create a non-judgmental safe space for the managers to express their anxieties about the change . To rebuild their confidence, it is useful to explore their professional strengths and previous successes. The role of their leaders is key to confirm their contribution to the team and bringing reassurance.

Communication at all levels is key; there should be no assumptions around goals or how to achieve them but collaboration at all stages - and support so that each individual, and their input, is valued.

Vor allem ist es das Ziel, gemeinsame Ziele zu entwickeln und diese dürfen sich nur an einem orientieren: Am Unternehmens-Ziel/am Unternehmenszweck! Davon müssen die Ziele des Executive Coachings abgeleiteten werden und davon auch die Ziele des mittleren Managements! Also darf die Aufgabenstellung nicht lauten, das mittlere Management von den Zielen des Executive Coachings zu überzeugen und diese zu vermitteln. Es geht um etwas übergeordnetes. Und dies ist ein guter Ansatz, die Ziele auf das mittlere Management runterzubrechen, die Beteiligten mitgestalten zu lassen und das anscheinend nicht passende Executive Coaching zu reflektieren! Glauben Sie mir, dadurch erzeugen Sie eine enorme Glaubwürdigkeit, die Basis für wirkliche Ver?nderung!

Supporting middle managers to voice their opinions or feelings in relation to change is critical to help themp grow their self-confidence. By having a change to express their concerns, they will be able to highlight true concerns about how change will affect their job and what skills or ressources they will need to cope with the new situation. This will have a ripple effect: provide them a space to be listen to, help other to understand the valid reasons of their resistance, create awareness among top leaders who may probably not know about those operational details ... Removing those blockers and providing support to the middle managers is a key factor for success for leaders also...

Man muss dem mittleren und unterem Management vor allem eines glaubhaft vermitteln: Sie sind die wichtigsten Führungskr?fte des gesamten Unternehmens! Nicht die unterste, sondern nur die vorderste Führungs-Linie kann die Transformation von Zielen, Ver?nderungen oder sonstigen Vorhaben realisieren! Sie sind diejenigen, die t?glich im Tagesgesch?ft stehen und die die besten Coachs ihrer Mitarbeiter:innen sein k?nnen! Daher sollten diese Führungs-Ebenen am meisten gest?rkt werden. Leider ist meistens das Gegenteil der Fall! Hier geht es auch nicht nur darum, eine grunds?tzliche Philosophie zu vermitteln, es geht darum, diese Ebenen darin zu st?rken, WIE sie die Transformation im t?glichen Doing realisieren k?nnen!

Ja sicherlich, hier gibt es so viele tolle M?glichkeiten! Vor allem sollte dem mittleren und der vordersten (nicht untersten) Führungs-Ebene auch gezeigt werden, welche vielf?ltigen Formate es gibt, die sie mit ihren Mitarbeitern umsetzen k?nnen. Ich bin sicher, es würden sich so viele Mitarbeiter und Teams freuen, von den seit Jahrzehnten gleichen Meetings befreit zu werden. Unterschiedliche, didaktische Vorgehensweisen in Meetings, Workshops, interaktive Elemente, Fehler-Workshops, die Spa? machen und vieles mehr k?nnte man genau diesen Führungs-Ebenen vermitteln!

Absolutely right. If we can support middle managers, develop ther traits and qualities we can clear power way to change the coampany as whole

While celebrating wins is essential, we must also address the deeper, often Spiritual Resistance to change. Middle managers may fear losing their identity or purpose. By fostering Spiritual Intelligence, we can encourage them to see change as a Holistic "Growth Opportunity" that aligns with a greater mission. This shift in perspective can transform resistance into a meaningful journey of personal and professional development.

Maintaining momentum isn't just about continuous improvement. It involves recognizing the inner resistance that often comes from deeper fears and insecurities. With Spiritual Intelligence, we can approach change through empathy and understanding. By addressing the emotional and spiritual aspects of resistance, we create a “Holistic Harmony" that aligns Personal Growth with organizational goals. This alignment helps middle managers see change not as a threat but as a pathway to personal and professional fulfillment.