Most of us resist a culture change, and one of the key reasons is that we like the familiar...the familiar style, the familiar conversations, and so on. So the moment we feel it's all going to change, the uncertainty causes us to worry. The key thing here is to help create a new vision of an alternative certainty. E.g. if you're taking something away, what can we have in return. Paint a picture of the new world, even if it will be a difficult world, say it as you see it, and help everyone see it - get everyone on the journey because after all, it's their journey!

Culture is not an outcome - culture is how people work together for outcomes. What is the culture shift supposed to deliver? It’s worth reflecting on whether there is actually a problem, or whether it’s ego on a small scale being confused for something more. If people show up differently from how you expect, but they still deliver, it maybe they simply show up differently with you. There can be simply an expectation mis-match on the how things get done versus what gets done. If there is indeed a problem, rather than judge as resistance - ask. Maybe the idea is not as strong as you think. Maybe there are competing commitments. Maybe it’s only clear to an inner circle and others have not been given time to understand. Depersonalise it.

To navigate resistance, it is essential to get to the root of the issue. In change management, resistance is typical in the first stages, so the client shouldn't be surprised, but he/she should be prepared to find out what is going on. As an executive coach, I would: - Help the client find his/her power to listen to his/her peers. What biases can step in the way of understanding people? How can the client manage them? - Help the client design strategies to direct the peers in the cultural change. The most common flaw in change management comes from a lack of clarity on where the change takes us.