If senior leaders are at odds, the real issue may not be the change—it’s misaligned priorities and egos outpacing outcomes. Start with one unifying question: What’s the cost of staying divided? Make the pain of the status quo undeniable. Then, anchor them in shared accountability by tying the culture change directly to measurable business results they can’t ignore. It’s not about getting everyone to agree; it’s about getting everyone to commit. Alignment doesn’t mean uniformity—it means clarity, action, and results over comfort.

I call it 3Cs of Culture Change. Did you get the following right in your organisation? CARE Did you align culture change with what top leaders care about deeply-Team success, innovation, sustainability, personal growth? Are your leaders actively involved as Cultural Champions? COMMUNICATION Did you define behaviours, actions and results aligned to the cultural change? It is all about people. Is it large enough to inspire adoption? COMMITMENT Do you have metrics to track culture related actions and outcomes. Have you removed structural and operational barriers? Are you recognising and rewarding behaviours that align with cultural change? What is your process to address behaviours that undermine the desired cultural change?

Most often "Culture" is a loosely used term across all levels, unless we start talking about it. Its important to understand and acknowledge that all companies go thru a lifecycle and the culture in each lifecycle phase will be different. In most cases, in early days, the company and the team will be focused on Product/Services they offer and hence the focus on building sustainable practices and experience will be limited. However, as business stabilises the focus will slowly move towards Processes and People and thats where HR plays a crucial role. constantly sensitising the early team members who have experienced a different culture and aligning them on why the change is so essential, with high transparency will make a win win situation.

As a founder who believes culture must an organic, authentic, institutional mindset ..... it's important to recognize that cultures can evolve or become refined over time as a company moves through its lifecycle or experiences some other event or realization that exposes a need for change. When a culture changes, "keeping it real" (organic, authentic) is key and explaining the reason, opening the conversation to discussion to identify the root-causes of any resistance or disconnect and addressing them in a clear, compelling way in order to build common, institutional support for the change.

Definir un propósito común: Inicie identificando los valores y objetivos estratégicos que todos comparten. Conectar el cambio cultural con el impacto positivo en el negocio puede ayudar a encontrar terreno común. Escuchar activamente: Organice sesiones de diálogo para que cada líder exprese sus preocupaciones y expectativas. Escuchar sin juicios fomenta un ambiente de confianza y colaboración. Identificar puntos de acuerdo: Resalte los aspectos en los que ya están alineados. Esto genera una base sólida para trabajar en las áreas de conflicto.

First, you should know them very well and understand their reasons and if they understand the changes Second, you try to explain very clear the reasons of this change and the benefits we could achieve Third, you generate a place to debate this change and reach agreements In my experience, to have some Sr Leaders critics of change help the team to realize where could be the possible stones during this process

Aligning senior leaders on culture transformation requires a strategic approach! Start by identifying shared goals that reflect the organization’s vision and values. Facilitate open, constructive dialogue to address differing perspectives with respect and understanding. Ground discussions with data on culture’s impact and, if needed, engage an external consultant for neutral mediation. By focusing on common objectives and fostering collaboration, leaders can bridge gaps and drive meaningful cultural change together.

Culture change and common goals? They are incompatible. I can even say that trying to get to the same page and agree on common goals are the reasons why most intentional cultural change processes lead to nothing else than suffering and organisational wear and tear.