An executive is struggling with resistance to a new strategy. How can you effectively support them?
When an executive encounters resistance to a new strategy, providing effective support is crucial. Here are some strategies:
How do you support executives in your organization?
An executive is struggling with resistance to a new strategy. How can you effectively support them?
When an executive encounters resistance to a new strategy, providing effective support is crucial. Here are some strategies:
How do you support executives in your organization?
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In my observations while dealing with senior executives and founders who have spent decades and tested success in a particular way, they face fear of unknown and failure, and sometimes pressure of being right again and self image. Over period of time, they deeply realize that they need to adapt new strategy or shall not have resistance. But they have built systems, trained people and set KPIs to support old ways. And when they adapt new strategy they have to undo all of them and pass through pain of change management. I would help them manage embrace and face their fears, assist them create new plan, help them to get right resources & process in place. I will increase dialogue & listen to them fully to manage their highs and lows.
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Encourage your coachee to involve team members and key stakeholders early in the new strategy. This participation promotes a sense of ownership and reduces resistance by addressing concerns directly and also helping you co-create deliverables/initiatives within the new strategy.
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Resistance, in any form, signals an internal conflict, which is the result of a what's going on in a person's mindset and energy. The most effective way for the executive to align with the strategy would be to recognize and transform this inner conflict. I would help them do this in a 1:1 container where we would go beyond the conscious mind to identify: 1. What is the conflict? 2. What is the conflict trying to communicate? Resistance carries valuable information that lead to tremendous transformation but many people have no idea how to interpret its message or transform it. That's where I come in. By transforming the mindset and energy creating the resistance, the executive resolves the conflict and is aligned with the strategy.
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Focus on aligning the new strategy with the executive’s core values and desired outcomes. Highlight how it allows them to achieve their vision while addressing resistance by showing compassion, listening actively to concerns, and reframing the change as an opportunity rather than a challenge.
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Resistance to change is a common challenge faced by executives. To effectively support them, I'd first encourage open and honest communication with all stakeholders. By actively listening to concerns and addressing them directly, I can help alleviate fears and build trust. Secondly, I'd work with the executive to develop a clear and compelling vision for the new strategy, highlighting the benefits and opportunities it presents. Thirdly, I'd empower the executive to lead by example, demonstrating enthusiasm and commitment to the change. Finally, I'd provide practical tools and techniques for managing resistance to help the executive navigate challenges and build support for the new strategy.
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Firstly, it’s essential to identify the root cause of resistance—whether it’s due to a lack of understanding, fear of change, misaligned goals, or other factors. Support the executive in clearly articulating the strategy’s purpose, benefits, and alignment with the organization’s goals, ensuring they have the necessary resources to succeed. Involve resistors by seeking their input and ideas, giving them a sense of ownership in the process. Provide training sessions to help teams understand and adapt to the new strategy effectively. Finally, regularly review feedback and adjust the strategy as needed, addressing valid concerns while staying committed to the core objectives.
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When an executive faces resistance to a new strategy, it’s all about helping them approach the pushback with clarity and confidence. I guide them to communicate the “why” behind the strategy—connecting it to the team’s goals and showing the bigger picture. We focus on addressing concerns directly, listening to feedback, and finding ways to incorporate constructive input without losing momentum. I also encourage them to identify key allies within the organization who can champion the strategy alongside them. Resistance often softens when people see the benefits clearly and feel included in the process. It’s about turning skeptics into supporters!
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In my experience, resistance to any change comes back to the human side of the change, not the technical components. If the strategy is well thought out, failure comes from misses in communication and positioning of the change. I like using the ADKAR model by Jeffrey Hiatt to help determine the gap. The ADKAR model emphasizes the human side of change management, ensuring that individual transitions align with organizational goals. It provides a roadmap for leaders to assess readiness, address resistance, and sustain progress. By tackling change step-by-step through Awareness, Desire, Knowledge, Ability, and Reinforcement, the model bridges the gap between strategic planning and execution.
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Understand where the resistance is coming from. Ask about values, beliefs, deeply held opinions and what is getting in the way. Address these barriers. Delve into what is possible. Build commitment and actions towards the future.
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In my experience, growth often comes from allowing individuals to make mistakes, feel their impact, and channel that into improvement. When colleagues resisted change, I introduced an Opportunity for Improvement (OFI) process, requiring them to document challenges and solutions before meeting with me as MD. This encouraged ownership and strategic thinking. Paired with a clear change management approach, and support from roles like compliance managers, the process helped colleagues feel heard and better understand their responsibilities. Over time, this collaborative method transformed resistance into engagement, fostering continuous improvement and more effective strategy adoption.
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