You're coaching a resistant senior executive. How do you navigate their resistance to change effectively?

If a Senior Executive has no resistance, I will have questions ?? Experience managers are not exactly low maintenance ?? They are sharp and quick. They will test your boundaries one way or another. They are also human underneath all the bravado. So, connection and trust are essential. As soon as they see the expertise and feel you are on their side, they usually become pretty good at following through.

Resistance is a sign of unmet needs, great coaching is about helping the client to notice their resistance and understand what it’s there for. This is likely to involve exploring the emotions surfacing as a result of the changes and facilitating insight around what these emotions are showing up for. If there is resistance to exploring the resistance i’d start by going back to safety and enquiring about what feels unsafe or threatened. Most importantly though I’d start by enquiring what the client wants to have happen, their resistance may not be the problem they want to focus on.

No one wakes up with the intention to purposely be resistant! Similar to having reasons to resist, there’re bound to be reasons to make them partake in the change initiative. It’s important to be practical and accept that no one wants to work on someone else’s goals. If it’s not the Executive’s own goal or desire to change, it won’t work. Explore, partner and co-create the potential benefits of the desired change genuinely, help see in different perspectives. When the executive connects their own goal with the bigger goal; or see coaching as a means to help them achieve their goal, there’s a slimmer chance for them to resist change. The idea is to reframe the change into GROWTH. Everyone likes to grow!

To navigate a resistant senior executive's opposition to change, focus on understanding. Actively listen to their concerns, and use open-ended questions to uncover the root cause of their resistance. Is it a fear of losing control, a skepticism of the benefits, or a simple lack of clarity on the new direction? By addressing their specific worries and emphasizing how coaching can empower them to lead the change effectively, you can build trust and encourage them to see coaching as a valuable tool for success.

One of my favourite questions for the last decade has been whether this is a cultural issue, and I am not just talking about nationality, ethnicity or other dimensions of personal difference. The cultural difference might be corporate, leadership style, or attitude to risk and security. If we are not careful, these can also help to separate and isolate us. Understand the differences so you can more closely predict acceptance, response and results.

One of the key points of my coaching, is to understand "the problem behind the problem" or the root cause. To identify the one thing to solve that will disperse the most of the issues, and work on this. In the process of talking trough these subjects, I would also experience signs of the cause to the resistance. As well as you sometimes ask questions very directly to an issue, other times you work in the periferi of the issue, hence working around the barriers.

Understanding what's holding us back is crucial. Ever felt stuck, resisting change for reasons you couldn't quite pin down? Yep, me too. It might be fear, comfort in routine, or simply not seeing the benefits of shaking things up. Open talks are key. Let's chat about those fears and doubts. It's all about empathy, but also a nudge to rethink those self-imposed limits. Imagine breaking free from those barriers. It's not just possible — it's within reach. ?? Let's turn those roadblocks into stepping stones. ???

Identify the barriers is key to the first door ??, by identifying the barriers you will know the starting points and how you understand more to build and create solution for improvement and moving forward for a better results. Here are some ideas ?? that might help :- 1-Diagnose the Resistance: Conduct thorough discussions to understand the specific reasons behind their resistance. This could involve fear of the unknown, past negative experiences with change, or concerns about the impact on their role. 2-Analyze Organizational Factors: Look into broader organizational barriers such as cultural resistance, lack of resources, or misalignment with current business strategies.

Resistance to change often comes from a sense of not being heard and / or not having had some part in the decision of the change. This can definitely cause barriers to the change. I would work to support the executive by finding out what their thoughts are, what they would have needed to embrace the change and support them in ways to shift any negative perspectives and find the pro’s for the change. Often people can accept change when they’re given the opportunity to be heard and supported to work through their thoughts which are limiting.

Yes. SMART-goals. But, for me it is crucial that it is the coachee who sets the goals. I can enhance, support, encourage to more challenging goals, but in the end, the A part of SMART is the Accept from the coachee. Without that, it does not work. (If you wonder: S Specific M Measureable A Acceptance R Realistic T Timed)

Don't start with goal setting to early! Only when we have built trust and our client is ready to see the benefits of change, we can start setting goals and break it down into small, manageable steps, focusing on the positives, always maintaining a supportive environments. This helps us/ our brain adapt more easily and reduces resistance.

Setting clear goals is a must when guiding a resistant executive. Goals should align with both the organization's aims and the executive's personal growth. Be specific. Vague goals cause confusion and resistance. Create a roadmap with milestones. This gives direction and a sense of achievement. Celebrate small wins to build momentum and show the real benefits of change. ???? By working together, you turn resistance into cooperation. Clear goals lead to clear results. Keep it straightforward and celebrate every step forward. ??

When setting clear goals with a resistant senior executive, it’s crucial to involve them in the goal-setting process. This fosters ownership and accountability. SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) should be co-created to ensure they are meaningful and attainable, providing a clear roadmap for change.

Goals is a huge topic , but without goals you will reach to nowhere , there are different types of goal but i will let's three of them that i believe it will work with such situations. 1-Define Objectives: Clearly articulate the objectives of the change initiative, both in terms of organizational goals and personal goals for the executive. 2-SMART Goals: Ensure the goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This makes it easier to track progress and measure success. 3-Align Goals with Values: Ensure that the goals align with the executive's personal values and the organization's mission and vision. This creates a sense of purpose and relevance. Hope it helps :)

Aunque puede parecer una obviedad debemos centrarnos en las fortalezas. La mayoría de las personas que se les pregunta ?Qué te gustaría cambiar o desarrollar en tu liderazgo? Responden indicando sus debilidades o carencias. El desarrollo debe basarse en las fortalezas, son estas las que nos hacen aportar el valor realmente diferencial.

Senior executives didn't reach their positions by chance. They have unique strengths and a wealth of experience. Instead of battling their resistance directly, try leveraging these strengths. Engage them in areas where they excel and let their expertise shine. When you highlight what they do best, it shifts the focus from what needs to change to how they can lead that change using their proven abilities. It's less about forcing a new path and more about showing how their journey can naturally evolve. Ultimately, it's about subtle shifts. Use their strengths as a bridge to acceptance. When they see change as another challenge to conquer rather than a threat, their resistance often transforms into valuable support.

Change is easier when you build on what you're already good at. For executives, leveraging existing strengths is the way to go. Recognize what they've achieved and use that as a springboard. This not only boosts their confidence but also shows that change isn't about starting from scratch. It's about enhancing what they already do well. By focusing on strengths, we can explore new strategies and behaviors that drive real growth. This approach is all about making transformation feel natural and attainable. Let's turn strengths into powerful tools for success. ???

To leverage strengths when coaching a resistant senior executive, identify their unique skills and past successes. Use these as a foundation to build confidence in their ability to adapt to change. Highlight how their strengths can be applied in new ways to achieve the desired change, reinforcing the value they bring to the organization.

Leveraging strengths is vital in facilitating change among senior executives. Focus on their existing skills, experiences, and achievements to build confidence and highlight how these strengths can drive successful change. Emphasize how their leadership, strategic thinking, and problem-solving abilities are crucial assets in navigating new challenges. By aligning change initiatives with their strengths, you can create a sense of empowerment and ownership, making them more likely to embrace and champion the change process.

Ask the executive two questions! Question 1: "Why do they want to lead the team?" Question 2: "Why would the team members want the executive to lead them? (adapted from "The Book of Beautiful Questions" by Warren Berger

Understanding oneself and reflecting your inner thoughts and emotions are vitally crucial to have a better relationship with teams and individuals around, it has been proven that reforming the way we think others are thinking about us can shape a culture of trust and self respect and boost confidence, to understand how we behave or our natural talents are I would encourage executives and leaders to take Gallup Strength Finder, Builder Profile or ise the cutting edge neuroscience based behavioral assessment PRISM brain mapping tools.. Check them out and reach me for any further assistance, Grow happily ??

In executive coaching, encouraging self-reflection is a powerful tool. I once coached an executive whose decisions often clashed with his core values. I asked him to consider, "What would the person in the mirror say about your recent choices?" This prompted deep introspection, revealing discrepancies between his actions and desired outcomes. By guiding him to align his decisions with his values, he saw the benefits of change more clearly. This process made altering his approach more appealing and logical, illustrating how powerful self-reflection can lead to meaningful transformation.

Encourage reflection with these questions - Why is it important for you? - How does that make you feel? - What would you be doing if < > (explore scenarios) - What support do you need from the team/organization/coach to make this work - What did you discover about yourself through this process?

Ever stopped to really think about what drives your decisions? In executive coaching, self-reflection is crucial. It’s not just about what you do, but why you do it. When your actions align with your core values and goals, magic happens. But sometimes, there's a gap between where you are and where you want to be. Reflecting helps bridge that gap. It’s about seeing the bigger picture and understanding the benefits of change. When you truly get this, making adjustments feels natural and logical. It’s not about fixing flaws; it’s about evolving and growing. Let's dive deep and uncover the best version of you! ???

Encourage a growth mindset. Help the executive to see change as an opportunity for growth and development, rather than a threat to their current status.

Goals without follow-up is just castles in the wind. As a coach, you have to follow up on your coachee. When a coachee reaches a decision to do something, I will ask: What exactly are you going to do? (differently), When are you going to do it? - so if I call you tomorrow at ten, you will have done it? And then, in the words of Dale Carnegie, "If you say so, do so" And I am always ready to mitigate if the coachee failed to do it.. Back on the horse and all over again..

I believe most executives don’t always have anyone to truly confide in. They often have to put on a brave and confident face to both their leadership as well as their teams. Any “resistance” might be initial discomfort because they are not used to being open, honest and vulnerable about how they are feeling. Showing support for them and earning their trust will usually ease this resistance.

Fore sure we have to provide support to each other to grow , without support you are waiting your time and his time. 1-Continuous Coaching: Offer ongoing coaching and mentoring to help them navigate the change process. This includes regular check-ins, feedback sessions, and support with problem-solving. 2-Resources and Training: Provide access to resources, training programs, and tools that can help them adapt to and manage the change effectively.

An ideal leader will be open to feedback. Whenever any one gives you feedback, we should thank that person without being defensive to our stand. We should excercise emotional quotient.

Be curious! There's a reason why a senior executive is showing resistance. You might be on to something. Move them up to the balcony, help them reflect on their chosen (perceived as safe) behavior and explore how that's been helpful to them in life. Their resistance was useful as a tool to them in many situations, do not discredit it, but show gratitude for its service and help the executive explore what other options they have to respond. It will be a very powerful detour!

When coaching executives, I explore their beliefs to identify limiting ones that hinder change. By addressing these, we confront and challenge them, paving the way for a more receptive mindset. This approach helps overcome resistance, fostering a collaborative relationship and driving progress.

Assessing change readiness with a potential client is paramount before you begin a coaching relationship with them. Frankly, if they are resistant to change, then I would not engage with them in coaching. Some ways to assess change readiness: 1. Tell me about a time you identified an area you wanted to improve in and made a positive change? 2. What is your natural response to critical Feedback about your behavior and leadership effectiveness? 3. How clear are you about what you would like to achieve through coaching?

Some strategies you can follow to facilitate changes are : -->Co-creation of goals: involve him/her in the definition of coaching goals. When his input is taken into account, he will feel more engaged in the process. -->Small steps: propose incremental changes rather than radical transformations. This can reduce resistance and increase his/her confidence in the process. -->Confidentiality and discretion: ensure that all information shared during sessions remains confidential. Confidentiality is crucial for building trust and facilitate change. -->Continuous support: offer continuous support and encouragement. Be available to answer questions and provide assistance even outside formal sessions if needed.

I have found with any resistant individual to receive coaching, it is helpful for the coach to understand exactly who and why they have been asked to receive coaching. Obviously, if the individual decided to reach out for coaching it will generally be less, not non-existent, but less. However, if they are there because they have been "suggested" or required to do so, you will need to start there. The individual has to be able to articulate why they are there and begin the process of reflection and accountability. In addition to that, from my own experiences, it was easier to break down the resistance when we focused on shifting their mindset from the feedback being right or wrong, but rather on is it effective or not effective.