In my experience as an HR consultant and trainer 1. Empathy and Understanding: In one instance, I scheduled private discussions with a resistant leader to understand their perspective. 2. Data-Driven Communication: I shared quantitative and qualitative evidence of how similar organizations benefited from the proposed change. 3. Building Coalitions: I engaged middle managers and other supportive senior leaders to champion the change. 4. Pilot Initiatives: Implementing a small-scale pilot project allowed the resistant leader to witness the positive results without committing fully upfront. 5. Recognition and Involvement: I made efforts to involve the resistant leader in shaping the change process, emphasizing their critical role.

Addressing public resistance to culture change, especially from senior leadership, requires a balanced approach. Start by engaging in an open and empathetic dialogue to uncover their perspective and concerns. Share evidence-based insights and examples of how the proposed change aligns with the organization’s goals. Position them as key partners in the transformation process, leveraging their influence to build trust and support. Change thrives on collaboration, and involving skeptics as allies can turn a challenge into a growth opportunity for the entire organization.

To address public opposition to culture change by a senior leader, use Dr. Sanjeev Dixit's PLAN C framework and Culture Intelligence (CI) to align values and behaviors. Begin by empathizing with their concerns, uncovering the root causes of resistance through dialogue. Apply CI to foster trust, psychological comfort, and inclusivity, reframing the change as a collaborative effort. Highlight the "Middleline" principle by emphasizing values-oriented leadership and showcasing successful examples. Engage them privately to avoid escalation, reinforce shared goals, and celebrate small wins. This approach transforms resistance into advocacy, fostering alignment and sustaining momentum for the cultural transformation.

I feel this is a lesser problem that working through leaders who lobby against the change privately. So, let's face it. There will always be some resistance, public or private. Mostly, if leaders go public in resisting it means they feel unheard. So, take time out to listen to their concerns deeply. Don't make it an ego battle as it always becomes one unless you guard yourself. Analyse the merits of the argument, step back and respond as appropriate. This could be public, private or a mix. Reach out to your inner wisdom and see the points of commonality. Start there, then look at how to bridge differences, end with courtesy always. Resistance is not always a bad thing. It can be a warning.

I would schedule a one-on-one meeting with him or her to understand his or her position. It is important to listen to the person and to understand the rationale. Also, I would want to understand the benefits and the risks to the organization of The current position. After gaming and understanding, I would ask if he or she would want me to help develop a position that could be used to address his concerns. I would then develop a porches that could be used to address his or her concerns and provide my approaches for his or her review and approval.