Your executive team is resisting change. How can you break through their resistance and drive transformation?

One memorable experience I had at work revolved around the implementation of a new open hotel management . Recognizing the need for improvement, we decided to introduce a software solution that could streamline our processes.At first, there was a bit of resistance among team members. Change can be daunting, especially when everyone is accustomed to a certain way of working. However, I found that adopting an open mindset was incredibly helpful. encouraged everyone to ask questions and share their concerns, creating an open dialogue that allowed us to address any apprehensions in working pri -opening hotels .

I've seen the power of a clear vision in driving organizational change. Here are strategies to ensure it resonates and overcomes resistance: Align with Values: Root your vision in the organization's core values to gain executive support. Showcase Benefits: Clearly articulate the change's tangible benefits like efficiency and competitiveness. Incorporate Input: Involve executives in shaping the vision to foster ownership. Use Visuals and Storytelling: Make the vision relatable and inspiring. Communicate Regularly: Provide updates and progress reports to maintain momentum. Celebrate Progress: Acknowledge actions and outcomes that align with the vision to build a supportive culture.

For me it’s about three things: 1) Vision & strategic objective: The vision & strategic objective needs to be clear to the team. This needs to be explained & discussed continuously as it typically takes a while until everyone has fully understood it. 2) Communication: Continuous communication to the full team is always key. Questions, fears, thoughts, ideas, etc. need be openly & transparently discussed without taboos. 3) Lighthouse & pilot initiatives: Create quickly some first lighthouse or pilot initiative results that make the change, strategic objective & vision very tangible for everyone.

When transparency is not handled correctly within an organization, it can significantly undermine employees' motivation and trust. Lack of clear and honest communication can lead to confusion, rumors, and misinformation, which create an atmosphere of uncertainty and distrust. Employees may feel undervalued and unsupported if they are kept in the dark about important decisions or changes affecting their work. This can result in decreased morale, reduced engagement, and lower productivity. Furthermore, the absence of transparency can foster a toxic work environment. For an organization to thrive, it is crucial to maintain transparent practices that keep employees informed, valued, and motivated.

Communicating a clear vision is critical, but also allowing that vision to flex is probably more so. The vision should be delivered with some guiding principles and an ultimate objective. Then the team get gather behind these principles and work together to achieve the objective.

Vision is best communicated via conducting a structured Sponsor and Stakeholder interview process and translating the vision into a business benefit-oriented Overall Programme Definition. Engaging key executive stakeholders, defined as those who have a stake in the success of the programme. Presenting this with a clear vision of the benefits to be delivered to the Programme Board, supported by the Sponsor, defined as the individual who is responsible for delivering the defined benefits to the business.

Upskilling within organizations empowers employees by enhancing their skills and knowledge, which in turn drives productivity and innovation. It involves continuous learning and development programs that keep the workforce updated with the latest industry trends and technologies. This investment in employees not only boosts their confidence and job satisfaction but also fosters a culture of growth and adaptability. Organizations that prioritize upskilling are better equipped to navigate market changes, retain top talent, and maintain a competitive edge. Ultimately, empowering employees through upskilling creates a more resilient and agile organization ready to meet future challenges.

One of the core aspects of change management in an organisation is to encourage the leadership team to involve in decision making. This starts with individual leaders been given a fair opportunity to express their views. Unless and until people are empowered to share their strategic views, there would be apprehensions in people expressing it. Once the leadership team comes with their respective views, it’s all the more important that the leader acknowledges it and takes it to implementation if found feasible. This encourages the top executive team to consistently come up with thoughts and ideas and with the top management’s buying, the change management strategies in an organisation can be implemented efficiently and effectively.

Engagement, leads to involvement and that normally lead to result. Our (Swedish) style of management is mediation and communication, explain the problem as well as you can and listen to the objections with an open mind. You might know the path forward, our you might not. Empower involvement of as many as you can, by then take the decision. If you have communicated well, people understand you and will follow you to share the burden

This should be the key message: The change is not happening to you its happening for you! And you are part of this change. Involvement is key. People should feel part of the journey which means they need to feel that they are appreciated, they can contribute and their voice are heart.

I use a formula: Accept and acknowledge the feeling Reflect on what's causing the feeling Redirect to a more empowering feeling Acknowledge the emotions associated with change. Be empathetic and listen actively to your team members. Provide encouragement and reassurance. Ensure that your team has the necessary resources (such as time, tools, and personnel) to implement the changes effectively. While it's dated, the book "Why Things Go Wrong" by Gary Fellers is a great read. Be HARD on the systems and be softer on the people. Create channels for open feedback. Regularly check in with your team to assess how they’re coping with the changes. Adjust your approach as needed.

Neben dem systemischen Beobachten, Analysieren und Verstehen können wir auch unseren Körper als Resonanzinstrument nutzen. Wir können mit ihm Spannungen, Widerstände und den X-Moment wahrnehmen und für die Wandelbewegung in der Transformation nutzen. Führungsteams durchlaufen die Transformation gemeinsam Führungsteams, die sich Raum für Reflexion dieser Art nehmen, nehmen die Phänomene und Hinweise auf eine Transformation wahr und durchlaufen den Transformationsprozess gemeinsam. Ein strukturiertes Fragensetting mit Zeit zum Nachdenken und Hinspüren und letztlich der Hingabe an das, was sich Neues zeigen will, ist ein Prozess, der Organisationen gut durch diese Phasen steuert.

Veränderungen können auch sehr entmutigend sein, selbst für erfahrene Führungskräfte. Als langjähriger CEO und ehemaliger CEO und jetziger Inhaber habe ich gelernt, wie wichtig es ist, das Team mit den nötigen Ressourcen und Unterstützung auszustatten. Bei Ascom boten wir Schulungen, Zugang zu Informationen und Plattformen für offene Diskussionen an. Dies half, Ängste zu lindern und machte den Wandel überschaubarer. Ein starkes Unterstützungssystem ist entscheidend, um Führungskräften Sicherheit zu geben und den Übergang erfolgreich zu meistern.

Change can be daunting, even for seasoned executives. Provide essential resources and support to navigate the transition. This includes training, access to information, or a platform to voice concerns and receive guidance. Knowing they have a robust support system in place can ease fears and make change more manageable. Equipping your team with the necessary tools fosters confidence and resilience, preparing them to lead through transformation effectively.

Antes de lanzar e implementar los cambios debemos estar seguros que todos los que van a implementar el cambio están capacitados y totalmente convencidos del resultado que se busca con el cambio

In my experience, celebrating milestones/ small wins is a big step for people in the fray of change. It can uplift the committed, re-align the detractors and reinforce the pathways for success.

How many times we focus on what's went wrong and how many times we really find time to celebrate. Transformation is a step by step journey. It doesn't happen from one day to another. Every small step needs to be appreciated.

I believe that early rewards for minor victories is unnecessary. One needs to win the final battle and capture the desired outcome. The strategy and the tactics should not be impeded by early winning parties. In the book The Art Of War, Sun Tzu tells us that; Strategy without tactics is the slowest route to victory but Tactics without strategy is the noise before defeat.

Die Anerkennung von Fortschritten ist entscheidend, um die Dynamik bei Widerständen aufrechtzuerhalten. Ich habe erlebt, wie wichtig es ist, kleine Erfolge und Meilensteine zu feiern. Dies steigert die Moral und zeigt die greifbaren Vorteile des Wandels. Bei Ascom hat die Anerkennung von Beiträgen und Erfolgen das Engagement des Teams für die Veränderungsinitiative gefestigt und den kontinuierlichen Fortschritt gefördert. Ein solches Vorgehen stärkt die Motivation und den Zusammenhalt im Team.

Milestones are a key facet of any good change management plan. You must communicate the plan and highlight the milestones and expected timing for completion of each, then build consistent communications of, and transparent views into, team progress against those milestones. Achieving milestones should come with both celebration and a positive word for the teams and individuals associated with each step and win. It's important to remember that the level of celebration should match the level of challenge and success, too. Don't over celebrate small wins or under celebrate big ones.

Typically - with change comes serious emotions, and as soon as those emotions are engaged, making sure they help instead of hurt becomes an ongoing practice. The plan I've come to put in play is: 1) Keep notes, journals, or whatever works for me at the time, when things are going well, and changes (or constants) are working for and with me, so I have something to reference when they don't. 2) In times of relative calm or constants, find a study of emotional intelligence - for me, it's Last 8% content. Like any other survival skill, the time to practice is before the response is necessary.

Adapting to a strategy that does not align with your personal or professional goals requires a proactive and flexible mindset. First, it’s essential to understand the underlying reasons behind the strategy and identify areas where your objectives can align with its implementation. Finding common ground, such as focusing on skill development or taking on new responsibilities that interest you, can help bridge the gap. Additionally, maintaining a positive attitude and being open to learning can turn potential misalignment into opportunities for growth. By staying adaptable and seeking alignment wherever possible, you can navigate through strategies that initially seem incongruent with your goals while still advancing your career.

Adaptar las estrategias en relación al cambio en equipo implica fomentar una cultura de flexibilidad y colaboración. Esto permite a los miembros del equipo ajustarse rápidamente a nuevas circunstancias, aprovechar oportunidades emergentes y mitigar desafíos inesperados. La comunicación abierta y la confianza mutua son esenciales para que estas adaptaciones sean efectivas y alineadas con los objetivos comunes.

As a VP at Citigroup, when our development team voiced concerns about excessive meetings and documentation for releases, we found a middle ground together. We reduced meetings and streamlined documentation, generating some reports programmatically and creating others in focused sessions. This flexibility addressed team concerns while maintaining oversight. By being open to refinement, we turned potential resistance into collaboration. This experience showed me that successful change management often requires balancing organizational needs with team preferences, creating a more efficient work environment.

Honestly, if the CEO wants the change it will happen! So that is where you must start! After that, intense work with the executive team is required to make sure everyone is walking the talk. However, most change agents do not have the (guts?) to have the critical and confrontational conversations that are needed upfront with the CEO! In my opinion all this other stuff is fluff….(let’s see what kind of reaction that kind of statement will get.. lol)

To break through your executive team's resistance to change and drive transformation, start by clearly communicating the vision and benefits of the change. Engage in open dialogue to address their concerns and involve them in the planning process to foster ownership and commitment. Next, provide support through training and resources to ease the transition. Highlight quick wins to build confidence and demonstrate the positive impact of the change. Recognize and celebrate progress to maintain momentum. By combining clear communication with practical support, you can overcome resistance and successfully drive transformation.

First, acknowledge that resistance to change is normal. Teams typically consist of a few early adopters, many late adopters, and a few who resist until the end (think of a normal distribution curve). The challenge is to identify early adopters and persuade them that change is beneficial. Provide them with clear goals and resources, and allow them to lead the change. Reward their success to build momentum. Late adopters will follow once they see positive results. Those who continue to resist may find themselves ill-equipped to succeed in the new environment.

The question implies more than mere change. The "transformation" qualifier denotes extreme change. Most executives are bright, leaders, and accomplish small changes easily by being challenged and then getting out of their way so they can do great things. Transformation requires, at least partially, change agents whether that be through talent additions or replacements. An early question is an honest assessment of the team and receiving feedback on their goals and ambitions. Listening to where they want to go will tell you the story of how they want to write their life. It then becomes easy to discern those that are up for the challenge. Then work diligently to find people a good spot to land, be it in, or outside, the organization.