What do you do if your executive team is resistant to change?

One thing we all can agree on is change is the one constant. Resistance to change usually stems from the fact the individual or team do not see the overall benefit or reason for the change proposed or instituted. I have found that staying ahead of and anticipating change allows you to include those internal champions in the process of change. Driving change through collaboration, transparency, and communication fosters a broader ownership stake which translates into a better acceptance and implementation rate

One of my strategies to help an executive team resistant to change is to arm them with data. It’s often possible to overcome resistance to change by quantifying the potential benefits.

The first step is to understand why the executive team is resistant to this change. In change management the issue is often framed as the team proposing the change is right and those opposing the change are resistant to change in general. But it is good to really understand why the resistance. There may be very good reasons that need to be addressed.

1. Understand the fears behind the position. 2. Ask 5-why questions to get to the bottom of the position. 3. Address the fears by offering alternative methods to approach the change.

Die zentralen Ursachen sind aus meiner Sicht: fehlende Würdigung und Wertschätzung von Bedenken und Einwänden, das Prüfen der Auswirkungen von Veränderung und Nicht-Veränderung und das Erzeugen von Ambivalenz bei denen, die sich verändern sollen. Ohne Ambivalenz keine Veränderung und ohne Würdigung des Alten keine Hinzu-Bewegung auf das Neue. Die Impulse zur Veränderung sollten als Einladungen angenommen werden können. Als Letztes sind die Kohärenzfaktoren der Salutogenese zu nennen, die aus meiner Sicht die Grundlage für Veränderung sind: Verstehbarkeit, Handhabbarkeit und Sinnhaftigkeit. Mit all dem gelingt Veränderung fast von allein und ganz natürlich…

First and foremost - maintaining an honest and open relationship with executive leadership is paramount. They buy from you and your confidence / experience. When presenting change whether transformative / operational / organisational etc I have learnt that presenting all facets is imperative. Showcase the positives but also the risks to showcase you understand the commercial implications. Answer their questions before they ask! Take draft proposals as a soft introduction first - thus involving them in the early stages - meaning they feel more comfortable with the approach long term. They will feel informed, included (even if the specific project is not in their wheelhouse) and you have shown due diligence.

Leadership styles may inadvertently contribute to resistance to change.  A few ways you can access the root cause of executive leadership resistance to change is to engage with each member individually to understand their concerns, fears, and reasons for the resistance, look at past instances where changes were implemented and met with resistance, evaluate the current organizational culture to see if there are cultural norms or values that conflict with the proposed change, assess how information flows within the organization, and consider the leadership styles of key executives. 

Change is hard. The longer we do things one way the harder it is to see the need for change. But, if you dig in, with examples, showing that your current process is not bringing the best results, your team will often begin to open up to change. For example, suppose your margins are on target within a division of your organization. You see, however, that there is low hanging fruit that could lead to improved profitability. Bring examples to your team that show that with small changes we can improve margin and customer satisfaction at the same time. Problem, identification, solution and proof can lead to change that make your team understand that there may always be potential for improvement even when we are meeting metrics.

I find that confronting the behavior is a good beginning. The behavior that you see, even if they disagree, is a closed and fixed mindset which means that status quo is what they have chosen. Status quo is always an option, just rarely a good one. What is the optimal state that the team wants and then building a path to get there is the alternative to the status quo.

If your executive team is resistant to change, it's crucial to address their concerns and fears openly and transparently. Engage in constructive dialogue to understand the root causes of their resistance and communicate the benefits and necessity of the proposed changes clearly. Provide support, resources, and incentives to encourage buy-in and participation, and consider implementing change management strategies to facilitate a smoother transition.

I learned early on in my career that the executive team don't like surprises. Springing change on them for the first time around the board table is a disaster waiting to happen. For this reason, change needs to be shared with them in teaspoons not tablespoons, sharing the why, what and how with them early and often. Get their input, perspectives, challenges, etc. throughout the process sets you up for success instead of embarrassment and failure.

Hacer partícipe al equipo en el cambio es clave. En todos los proyectos en los que he participado, la gestión del cambio era la variable fundamental. Para conseguir que todo el equipo esté implicado, es importante preguntarles, hacer dinámicas en las que cada departamento exprese su opinión sobre cuáles son las palancas de cambio y las actuaciones que hay que hacer en cada una resulta clave para el éxito. Difundir los resultados de las dinámicas, crear grupos de mejora y mantener canales de comunicación constantes serían los siguientes pasos para que toda la empresa se sienta involucrada.

According to my experience this is double edge sword since many times, specially in large companies, there is no room for involvement since the new direction has been blessed at the very top of the company, so discussing the direction and whether this changes are or not the best path, may generate additional frustration, since your team shall feel disappointed when their inputs are not considered. If this is the case of the company culture my advise is to, if you as a leader share the need of the change and the direction chosen, to openly explain the reasons for the change and the risks of not changing. If you are not convinced of the corporate direction you better don’t try to act as if you are, since you will lose credibility.

The best book to read on change is / My Iceberg is Melting ( by Tim Kotter ) another lesson I learnt early in my career is a meeting before a meeting - nothing should come as a shock because you have engaged seeded opinions and clearly communicated each stage of the process Defining the Why and the How .

My experience has shown that a lack of acceptance is often due to the fact that the management team was not involved in the change process. The team has a wealth of experience. This should be tapped into at the start of the change by holding workshops. At the start of every change, the 7 factors critical to the success of a change management process should be considered and prepared for future communication.

People do not fear change more than they fear loss. Involving them in the change management process helps them take ownership, engage their competencies, and embrace the benefits of the new direction. When leaders are actively involved, they help overcome resistance by modeling, creating alignment, and bridging gaps in communication. This keeps change from being top-down and helps spread strategic awareness through the organization’s ecosystem.

One of the best ways to overcome resistance is to involve the executive team in the change process from the start. This gives them a sense of ownership and helps them feel like they're part of the solution. There are a number of ways to involve the executive team. You can create a change advisory board, hold regular meetings to update them on progress, or ask them to participate in planning and decision-making.

Yep, verstehen und gestalten sind die Eckpfeiler erfolgreicher Führung. 🙏 @stefanie zelinka Konkret: Ganz im Kontext der Salutogenese braucht man als Führungskraft nur auf zwei Dinge achten… täglich. 1. Verstehbarkeit herstellen, also seinem Team vermitteln, worum es zB bei einem Projekt geht, Umfeld, Strategie, Ziele, Abhängigkeiten, Zusammenhänge etc. 2. Gestaltbarkeit sichern, erläutern … also wie kann sich jede/r einbringen, Policies, Kompetenzen, Governance, individuelle Ziele etc. Beide Dimensionen sollten balanciert sein. Dann passiert folgendes: Sinnstiftung. Und wenn wir als Menschen etwas als sinnvoll empfinden, dann sind wir motiviert, tendenziell gesund/resilient und … leistungsfähig - im Job und privat. Macht Sinn, oder?

As you involve the team the first thing is to be very clear and succinct as to what the change is and how it will affect the business and them. Then ask for way to ease the implementation to subordinate team members and throughout the organization. Set milestones for announcements and targets that show how the change is being implemented.

Bevor wir über die Veränderungsbereitschaft von Führungskräften urteilen, müssen wir aus meienr Sicht den Veränderungsbedarf transportieren. Veränderung darf kein Selbstzwecks ein, nur weil eben alle vom Change sprechen. Veränderung die nicht dadurch enstehen soll, dass es schon einen schmerzhaften Bedarf gibt, entsteht aus der Vorstellungskraft dessen, was passiert, wenn wir uns nicht verändern. Dadurch ist der Bedarf oft nicht greifbar, nicht vorstellbar. Als Unternehmen muss ich mir daher zunächst die Frage stellen, wieviel bin ich bereit zu investieren, um die Organisation vom Bedarf der Veränderung zu überzeugen. Dieser Prozess ist wesentlich und wird doch oft am kürzesten adressiert.

Un ejemplo que viví y en el cual fracasé fue no dejar claras las responsabilidades y expectativas tanto con mi jefe, como con mis pares y colaboradores. Esto lleva a mal entendidos y generación de caos en todos los sentidos laborales. Creo que la comunicación es, será y debe ser el pilar de una sana convivencia y productividad laboral. El coaching por expertos externos considero ayuda a ver desde otro ángulo las problemáticas o situaciones laborables. Ser claros e implementar programas de remediación y si no funciona, ser claros y separar a el (los) elemento(s) que no vayan con la filosofía y metas del negocio.

Firstly, ensure clear communication by explaining the reasons behind the proposed changes and how they align with our objectives. Actively listen to the team members' concerns and feedback, acknowledging their perspectives and addressing them constructively. Create a sense of ownership by involving the team in the decision-making process and soliciting their ideas for implementation Provide adequate support, resources, and training to mitigate fears and uncertainties associated with change. By fostering a supportive and collaborative environment, empower the team to navigate through transitions smoothly and adapt to new ways of working positively.

Communicating clearly and frequently is essential when dealing with executive team resistance to change. Ensure that the reasons for change, its benefits, and the expected outcomes are clearly articulated. Provide regular updates on the progress of the change initiative and be transparent about any challenges or roadblocks. Solicit feedback and address concerns promptly to demonstrate that their input is valued. Clear communication helps to dispel misunderstandings, reduce uncertainty, and build trust. By keeping executives informed and involved throughout the process, they are more likely to understand the need for change and become champions for its success.

Normalmente implemento dos estrategias, una de sensibilización con aproximaciones sucesivas a la meta del cambio y otra es la conexión con el propósito profundo del equipo , haciendo énfasis en el aporte que el cambio le dará al mismo

To ensure clear and frequent communication with the executive team, it's essential to establish a structured communication plan. This plan should include utilizing various channels such as emails, meetings, and collaboration platforms to reach executives effectively. Transparency is key, so it's important to openly communicate about the reasons for change, expected outcomes, and any challenges. Providing regular updates through scheduled check-ins or progress reports helps maintain momentum and prevents misunderstandings. Encouraging feedback and tailoring communication to individual preferences ensure that executives feel heard and engaged throughout the change process.

Change Management is communication, communication, communication. The most important is, that the rationale is understood - everyone needs be clear on why the change is required and what the future state will be. Acknowledge the challenges and make sure everyone sees how it ties to the organizational values. Show integrity, authenticity and clarity when communicating.

Communication is key. This needs to be clear, transparent, and able to explain the benefits to all the stakeholders. It also should align with the organization's values, vision, and mission.

Accelerating complexity (geo-political, technological, competitive) and associated pace of change demand more agile individual and collective adaptability. Nurturing adaptability to change should be a priority for competitive organizations, on equal footing with performance management and innovation. Executive teams should be gifted the principles, tools, and modeled leadership that aligns with positive change and adaptability within their organizational context.

Meine Erfahrung ist, dass die VeränderungsBEREITSCHAFT viel höher ist, als allgemein unterstellt. Doch was passiert nach initiierten Auftaktsworkshops und Euphorie Momenten, der viel gehypten Aufbruchstimmung, dem Ruck der durch die Organisation ging? Alle gehen zurück in ihren Arbeitsalltag, in ihre Routinen und meist haben auch alle Stakeholder, Kunden und Mitarbeiter:innen ihr Verhalten nicht plötzlich verändert, nur weil wir jetzt im Veränderungsmodus sind. Veränderung ist kein Sprint, sondern ein Langstreckenlauf. Sie zu operationalisieren braucht Zielklarheit, umsetzbare nächste Schritte, Zeit und Nachhaltigkeit. Und den Mut, nicht in 4 Wochen das nächste grosse Thema durch die Organisation zu treiben.

To address resistance from the executive team, focus on clear communication about the benefits of change, aligning change initiatives with company goals, and fostering a culture of openness to new ideas. Additionally, involve executives in the change process to gain their buy-in and support.

Surprisingly for me the most powerful tools where not the ones I would have considered initially such as specific trainings, mentoring and counseling but actions which targeted internal balance, acceptance and anxiety reduction such as mindfulness, healthy routines, exercise and yes, celebrate the wins, success is very contagious.

When faced with an executive team resistant to change, it's essential to approach the situation strategically. It is imperative to start with listening to their concerns and understanding the root causes of their resistance. Communicate the vision clearly, emphasizing the benefits and necessity of the change. Involve and empower them by seeking their input and assigning relevant roles. Acknowledge and manage emotions, recognizing that change can trigger fear or frustration. Finally, inspire and motivate the team, fostering collaboration and a positive mindset. Remember that addressing resistance constructively can lead to successful organizational transformation.

Colaborate with a professional transformation coach for the team and give the opportunity to each team member to work with a coach in trustworthy circumstances; Explain the transformation curve and regularly discuss where we are at the moment From knower to LEARNER From victim to PLAYER From SUBsystem focus to SYSTEM optimisation

To provide effective support and resources to the executive team during a change initiative, it's essential to understand their unique needs and challenges. Offer tailored training and development opportunities to enhance their skills and knowledge. Assign mentors or coaches to provide personalized guidance and support. Allocate sufficient resources and foster a collaborative culture where executives feel empowered to seek help and share concerns. Additionally, provide emotional support and recognition to boost morale and motivation. By addressing their needs comprehensively, we can ensure that the executive team is well-equipped to navigate the change successfully.

Most resistance to change be it at the executive or any other level within the organization is a byproduct of the failure to involve individual team members in the decision making ocassioned by the need for change. The organic and democratic definition of team is; Together Each Achieve More(T.E.A.M). Togetherness is born in the hospital ward of the participatory involvement of your people in the activities that have a direct impact on the way they work and how they interact with the members of their tribe. If the members of the team are actively involved in the change ecosystem from the beginning and given the authority ocassioned by the responsibilities apportioned to them, the resistance to change will be minimal.

Change can be a difficult and stressful process for everyone involved. Here are a few ways to provide support and resources to your executive team: Offer training: Offer training to your executive team on how to manage change effectively. This training can help them understand the psychology of change and how to overcome resistance. Provide coaching: Provide coaching to your executive team to help them through the change process. A coach can help them identify their fears and concerns, develop coping strategies, and stay motivated. Create a support network: Create a support network for your executive team where they can share their experiences and get advice from others who are going through the same thing.

Als Vertriebs-Optimierer stelle ich eine Vielzahl von Unterstützung und Ressourcen zur Verfügung, um Unternehmen beim Veränderungsprozess zu begleiten. Dazu gehören individuelle Vertriebs-Praxis-Analysen, maßgeschneidertes Coaching für Mitarbeiter auf allen Ebenen, inspirierende Keynote Speeches zum Würth Verkaufserfolg, Zugang zu meiner Online-Akademie mit umfangreichen Schulungsmaterialien und Ressourcen sowie kontinuierliche Mentoring-Sitzungen, um den Fortschritt zu überwachen und anzupassen. Mit diesem ganzheitlichen Ansatz können Unternehmen sicherstellen, dass sie die erforderlichen Fähigkeiten, Kenntnisse und Motivation haben, um erfolgreich Veränderungen umzusetzen und langfristig zu florieren.

Is it IMPORTANT: get yourself involved; Be aware that it‘ll be a marathon not a sprint Learn FEEDBACK and use it; Radical candor: very clear on the matter - very appreciative of people

Indem die Führungskraft die angestrebte Veränderung vorlebt, präge sie maßgeblich die Haltung und das Verhalten des Teams. Diese Vorbildfunktion ist entscheidend für die erfolgreiche Implementierung von Veränderungen.

From the outset of my career journey, the phrase "walk the talk" has resonated deeply with me, consistently revealing itself as a cornerstone of effective change management. The unwavering dedication of top-level executives is crucial in keeping an organization centered on its vision and objectives. The influence of a leader who genuinely believes in their enterprise is unmistakable – it resonates throughout the organization, reinforcing the power and importance of their commitment.

Accept what you cannot change: You cannot change other people. Therefore, we should refrain from attempts at motivation. Take full responsibility for what you can change: Effective leaders concentrate on what they can influence and that is ourselves. By setting a consistent example, we become a model for how we behave in times of change. Words are never as effective as observable behavior. Change always and without exception begins with and within us.

Führungskräfte sollten Engagement und Anpassungsfähigkeit zeigen, um ihr Team zu inspirieren. Die Einhaltung von Standards und das Geben konstruktiven Feedbacks sind essenziell. Ich empfehle die Erstellung einer Roadmap, die klare Schritte, Meilensteine und Ziele umfasst, um den Veränderungsprozess strukturiert und nachvollziehbar zu gestalten.

To effectively model change as leaders, it's important to lead by example and demonstrate a genuine commitment to the proposed changes. This involves communicating openly about the reasons for change and sharing a clear vision for the future. Adaptability is key, so being flexible and open to new ideas is essential. Foster a collaborative environment where teamwork and cooperation are encouraged, and resilience is demonstrated in the face of challenges. Emphasize the importance of continuous learning and development to ensure that executives are equipped to navigate the changes successfully. By embodying these qualities, leaders can inspire confidence and create a culture that embraces change positively.

If leadership does not model the change it will never take root. The term "leadership by example" was never more true. People need to see leadership in action so that they can emulate the behavior (also with gentle reinforcement to the new standard).

As a leader, modeling the change is crucial. This means embodying the behaviors and attitudes that you want to see in your team. By setting an example, you can demonstrate the practicality and benefits of the change, making it easier for your team to accept and adapt. This also helps to establish credibility and trust, as it shows your commitment to the change. Actions often speak louder than words, and as a leader, your actions can have a significant impact on your team’s willingness to embrace change.

Actually, I disagree with the pivotal importance of behavioral modeling here. Your people are primarily interested in how the change will affect them and the last thing on their minds is what impact the change will have on you. This is strictly about them and not you. Your role as a leader is to ensure that the organization's ladder is leaning against the right wall while creating an environment within which your people can tell their story within the context of conversation, connection and community.

“When we see ourselves in a situation which must be endured and gone through, it is best to make up our minds to it, meet it with firmness, and accommodate everything to it in the best way practicable. This lessens the evil; while fretting and fuming only serves to increase your own torments.” — Thomas Jefferson Sometimes just expressing the fear of the unknown with your colleagues helps the whole team to get through together.

It’s not enough to just talk about collaboration and innovation. It’s important to walk the talk. Meaning being open to new ideas, even if they challenge the status quo or one's own beliefs as a leader. It’s about creating an enabling environment where everyone feels safe to share their thoughts and ideas without fear of being shot down. It involves active listening, providing constructive feedback, and fostering a culture of respect and mutual trust. True innovation often comes from diverse perspectives and a willingness to take risks. So, embracing those ideas and nurturing them to fruition goes a long way to show the team that we mean business. This is how we truly model change and foster a culture of innovation and collaboration.

Empower key contributors during change initiatives, fostering a culture that acknowledges their impactful efforts and supports their development as change agents. Ensure that leadership is fully apprised of their key efforts in driving organizational transformation.

Change for the right reason is good, when demonstrated benefits are needed or defined weaknesses need to be addressed. That said, at times it must be forced. Leaders must realize that if it is optional, many will not adopt new changes. That can be unpopular in the short run, and leaders must accept that temporary but uncomfortable position. Lead them my consensus when possible, but in the end this is not a democracy.

Finally, encourage collaboration and innovation. When people feel like they are part of a team and that they have a say in the way things are done, they are more likely to be supportive of change. Create an environment where people feel comfortable sharing their ideas and suggestions.

Start with a three level facilitated brainstorming sessions. Level 1: Innovation: Innovation is a continuous process of asking questions. We ask qustions because we cannot solve our problem with our present level of understanding. Change is necessary because the status is incapable of addressing the challenges of the present neither can it take advantage of the opportunities of the future. The Innovation level ends with fresh ideas which are fulcrums for level 2: Quantification: Can we quantify the geometric improvement of the fresh ideas over the status quo? If só, the ideas are implemented at level 3; Orchestration: They get injected into the organization's DNA

Es hilft auch, wenn die Geschäftsleitung die innovativen Impulse von Mitarbeitenden wertschätzt und belohnt. Bewahrende Stimmen sollten auch gehört werden! Es geht darum das Gute zu bewahren und das - was sich nicht bewährt hat - zu verändern. Das gilt es immer wieder transparent zu machen.

Crossfunktionale Teams, agile Projektarbeit - das klingt alles wunderbar und richtig. Diverse Teams heißt aber eben Meinungsvielfalt, heißt andere Rituale, fehlende gewohnte Hierarchien und informelle Rollen. Eingeschwungene Teams nehmen oft nicht mehr wahr, dass sie über lange Zeiträume nicht mehr mit anderen Sichtweisen konfrontiert waren. Sie reagieren auf Widerspruch nicht selten emotional und schon ist sie perfekt, die innere Blockade zur Veränderung. Meist sind sich dann alle wieder einig, dass wir genau diese eigentlich auch gar nicht brauchen. Nur ein klares Ziel kann aus meiner Sicht verlässliche und verbindende Grundlage für diverse Teams sein. Zielklarheit bleibt daher für mich wesentlicher Faktor für Veränderungserfolg.

La verdadera grandeza de un equipo radica en su capacidad para colaborar armoniosamente, en conjunto, nutrir la diversidad de ideas y entender la innovación como su motor de transformación.

I've never met any team, let alone an executive team, that was not resistant to change! If at all one is not resistant to change, be rest assured that it is not a real change, but just a cosmetic one more like maintaining the status quo (or, probably just making one's life easier than before!), for the real change is almost always going to be hard, painful and push people out of their comfort zones, and thus, resistance to it is a natural human reaction! However, the response to real change need not be negative! Great leaders know how to involve key leaders and peers as allies to build a coalition for change, establish two-way communication (more listen than tell!), provide air cover during the change, and care for people most affected!

First of all you need to align your mindset that this is normal and part of the process (leaders resistant to change). So before defining your approach, strategy and tactics to managing the change journey; you need to (1) visualize the outcome and become passionate about it, and (2) start the change journey from where your leader's mindset is (really) and not from where you like to be. Bottom line; it is really about aligning both perspective; yours as an executive thinking partner and your executive team as leaders of the change journey.

Today, across many instances(if not all) that I have witnessed, change has become more of an optics game and a feel good factor of pseudo change while maintaining the same old comfort zone under a facade. The absence of trust, collaboration and air cover required to minimize the impact results into finding easier and unsustainable paths, rather than going through the difficult out of comfort zone stages. True leaders will be aware of this and will thrive to establish a platform to ensure the right behavior and communication amongst the impacted parties.

From what I have seen, executives may resist change due to fear of the unknown, loss of power, emotional attachments to the status quo, risk aversion, lack of understanding or buy-in, negative past experiences, or organizational culture. Addressing these concerns through effective communication and involvement in the change process can help mitigate resistance.

Most executives I met are wholeheartedly in favor of change in general, but against change in particular. They are usually unhappy with the situation as it is and want change, but would meet any change with fierce resistance. This is usually due to their ego and short-sightedness. They would rather dwell on their mistakes than open themselves up to change and ideas. Most leaders are in their positions because they are good at playing the political games that plague literally every organization. When faced with the prospect of change, they think like politicians: what's in it for me? Can I benefit from this change or will it just disrupt my routine? How will I look if the idea doesn't come from me?

Aligned incentives are one of the most powerful tools to motivate any team, including the executive team. Surprisingly, sometimes this is an afterthought. Consider the current incentive structure, including but not limited to monetary compensation, and determine if they can be adjusted so that everyone is motivated toward and rewarded for a team win. Biasing toward positive incentives (“carrots”) vs negative incentives (“sticks”) will increase the chances that, in addition to being effective, the change feels good, too.

Executives in the current situation have a dual issue of owning up to the current state and also coming up with a new solution .. imagine accepting failure and need to showcase leadership into coming up with the new as well at the same time. Skepticism self and from teams and org will creep in.. amidst the need for showcasing self as assertive at the same time.. The solution thus has to be a real concerted team decision not owned by anyone in particular and needs a third party facilitation.. in other words form the team first and come out as one unit, not parts of it which we usually see ..

Understand what is really at stake. Using as indisputable data as you can, what is likely to be the benefits of changing and what are the risks of status quo, or failing to change successfully? Too often these are glossed over with a predisposition to doing what you've always done.

change takes time, and not everyone will embrace it at the same pace. Patience, persistence, and effective communication are key when dealing with resistance to change within an executive team.

On a lighter note I would say start looking for a different executive team. On serious note, this is very common and I can tell you from experience that its not that they are resistant to change, its that they do not see the value in it for them. Make them look like a hero and indemnify them for any potential down side and you have a winning team open to change.